Araştırma Makalesi
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Authentic leadership and follower job satisfaction: The moderating effect of leader emotional expressivity

Yıl 2018, , 689 - 697, 01.10.2018
https://doi.org/10.24289/ijsser.472863

Öz

This research
attempts to explain the moderating effect of leader emotional expressivity on
the relationship between authentic leadership and follower job satisfaction.
Accordingly, quantitative data, collected via survey administration to
front-line employees of service-rendering companies from Istanbul was used to
test the hypotheses. The findings of this study revealed that the strength of
leader emotional expressivity weakened the positive contributions of authentic
leadership to follower job satisfaction for leaders who demonstrate a high
level of authentic leadership. On the other hand, higher leader emotional
expressivity compensates for the low levels of authentic leadership in terms of
increasing follower job satisfaction.

Kaynakça

  • Avolio, B. J., & Gardner, W. L. (2005). Authentic leadership development: Getting to the root of positive forms of leadership. The Leadership Quarterly, 16(3), 315-338.
  • Ayça, B. (2016). Otantik liderlik davranışının iş tatmini ve örgütsel bağlılığa etkisinin incelenmesi ve otel işletmelerinde bir araştırma (Doctoral thesis, Haliç Üniversi-tesi, Istanbul, Turkey). Retrieved from https://tez.yok.gov.tr/UlusalTezMerkezi/tezSorguSonucYeni.jsp
  • Bennis, W. (2003). On Becoming a Leader. Cambridge, MA: Perseus Publishing.
  • Brayfield, A., & Rothe, H. (1951). An index of job satisfaction. Journal of Applied Psy-chology, 35(5), 307-311.
  • Cooper, C. D., Scandura, T. A. & Schriesheim, C. A. (2005). Looking forward but learn-ing from our past: Potential challenges to developing authentic leadership theory and authentic leaders. The Leadership Quarterly, 16(3), 475-493.
  • Eriksen, M. (2009). Authentic leadership: Practical reflexivity, self awareness, and self-authorship. Journal of Management Education, 33(6), 747-771.
  • Gardner, W. L., Avolio, B. J., Luthans, F., May, D. R., & Walumbwa, F. (2005). Can you see the real me? A self based model of authentic leader and follower development. The Leadership Quarterly, 16(3), 343-372.
  • George, J. M. (2000). Emotions and leadership: The role of emotional intelligence. Human Relations, 53(8), 1027-1055.
  • Gezer, A. (2015). Otantik liderlik davranışlarının iş tutumlarına etkisi: Mersin ili finans sektöründe bir saha araştırması (Master’s thesis, Toros University, Mersin, Tur-key). Retrieved fromhttp://openaccess.toros.edu.tr/bitstream/handle/123456789/64
  • Henderson, J. E., & Hoy, W. K. (1983). Leader authenticity: The development and test of an operational measure. Educational and Psychological Research, 3(2), 63-75.
  • Ilies, R., Morgeson, F. P., & Nahrgang, J. D. (2005). Authentic leadership and eudaemonic well-being: Understanding leader-follower outcomes. The Leadership Quarter-ly, 16(3), 373-394.Judge, T. A., Locke, E. A., Durham, C., & Kluger, A. N. (1998). Dispositional Effects on Job and Life Satisfaction: The Role of Core Evaluations. Journal of Applied Psy-chology, 83(1), 17-34.
  • Kring, A. M., Smith, D. A., & Neale, J. M. (1994). Individual Differences in Dispositional Expressiveness: Development and Validation of the Emotional Expressivity Scale. Journal of Personality and Social Psychology, 66(5), 934-949.
  • Locke, E. A. (1976). The cause and nature of job satisfaction. In M.D. Dunnette (Ed.), Handbook of industrial and organizational psychology (pp. 1297-1349). Chicago, IL: Rand McNally.
  • Luthans, F., & Avolio, B. J. (2003).Authentic leadership development. In K. S. Cameron, J. E. Dutton, & R. E. Quinn (Eds.), Positive organizational scholarship: Founda-tions of a new discipline (pp. 241-261). San Francisco: Barrett-Koehler.
  • Neider, L. L., Schriesheim, C. A. (2011). The authentic leadership inventory (ALI): De-velopment and empirical tests. The Leadership Quarterly, 22(6), 1146-1164.
  • Peus, C., Wesche, J. S., Streicher, B., Braun, S. & Frey, D. (2012). Authentic Leadership: An Empirical Test of Its Antecedents, Consequences, and Mediating Mechanisms. Journal of Business Ethics, 107(3), 331-348.
  • Rubin, R. S., Munz, D. C., & Bommer, W. H. (2005). Leading from within: The effects of emotion recognition and personality on transformational leadership behavior. Academy of Management Journal, 48(5), 845-858.
  • Shamir, B., & Eilam, G. (2005). What’s your story? A life-stories approach to authentic leadership development. Leadership Quarterly, 16(3), 395-417.
  • Sparrowe, R. T. (2005). Authentic leadership and the narrative self. Leadership Quarterly, 16(3), 419-439.
  • Sy, T., Côté, S., & Saavedra, R. (2005). The contagious leader: Impact of the leader’s mood on the mood of group members, group affective tone, and group pro¬cesses. Journal of Applied Psychology, 90(2), 295-305.
  • Walumbwa, F. O., Avolio, B. J., Gardner, W. L., Wernsing, T. S., & Peterson, S. J. (2008). Authentic leadership: Development and validation of a theory-based measure. Journal of Management, 34(1), 89-126.
  • Yukl, G. A. (2005). Leadership in organizations (6th ed.). New York: Prentice Hall.
Yıl 2018, , 689 - 697, 01.10.2018
https://doi.org/10.24289/ijsser.472863

Öz

Kaynakça

  • Avolio, B. J., & Gardner, W. L. (2005). Authentic leadership development: Getting to the root of positive forms of leadership. The Leadership Quarterly, 16(3), 315-338.
  • Ayça, B. (2016). Otantik liderlik davranışının iş tatmini ve örgütsel bağlılığa etkisinin incelenmesi ve otel işletmelerinde bir araştırma (Doctoral thesis, Haliç Üniversi-tesi, Istanbul, Turkey). Retrieved from https://tez.yok.gov.tr/UlusalTezMerkezi/tezSorguSonucYeni.jsp
  • Bennis, W. (2003). On Becoming a Leader. Cambridge, MA: Perseus Publishing.
  • Brayfield, A., & Rothe, H. (1951). An index of job satisfaction. Journal of Applied Psy-chology, 35(5), 307-311.
  • Cooper, C. D., Scandura, T. A. & Schriesheim, C. A. (2005). Looking forward but learn-ing from our past: Potential challenges to developing authentic leadership theory and authentic leaders. The Leadership Quarterly, 16(3), 475-493.
  • Eriksen, M. (2009). Authentic leadership: Practical reflexivity, self awareness, and self-authorship. Journal of Management Education, 33(6), 747-771.
  • Gardner, W. L., Avolio, B. J., Luthans, F., May, D. R., & Walumbwa, F. (2005). Can you see the real me? A self based model of authentic leader and follower development. The Leadership Quarterly, 16(3), 343-372.
  • George, J. M. (2000). Emotions and leadership: The role of emotional intelligence. Human Relations, 53(8), 1027-1055.
  • Gezer, A. (2015). Otantik liderlik davranışlarının iş tutumlarına etkisi: Mersin ili finans sektöründe bir saha araştırması (Master’s thesis, Toros University, Mersin, Tur-key). Retrieved fromhttp://openaccess.toros.edu.tr/bitstream/handle/123456789/64
  • Henderson, J. E., & Hoy, W. K. (1983). Leader authenticity: The development and test of an operational measure. Educational and Psychological Research, 3(2), 63-75.
  • Ilies, R., Morgeson, F. P., & Nahrgang, J. D. (2005). Authentic leadership and eudaemonic well-being: Understanding leader-follower outcomes. The Leadership Quarter-ly, 16(3), 373-394.Judge, T. A., Locke, E. A., Durham, C., & Kluger, A. N. (1998). Dispositional Effects on Job and Life Satisfaction: The Role of Core Evaluations. Journal of Applied Psy-chology, 83(1), 17-34.
  • Kring, A. M., Smith, D. A., & Neale, J. M. (1994). Individual Differences in Dispositional Expressiveness: Development and Validation of the Emotional Expressivity Scale. Journal of Personality and Social Psychology, 66(5), 934-949.
  • Locke, E. A. (1976). The cause and nature of job satisfaction. In M.D. Dunnette (Ed.), Handbook of industrial and organizational psychology (pp. 1297-1349). Chicago, IL: Rand McNally.
  • Luthans, F., & Avolio, B. J. (2003).Authentic leadership development. In K. S. Cameron, J. E. Dutton, & R. E. Quinn (Eds.), Positive organizational scholarship: Founda-tions of a new discipline (pp. 241-261). San Francisco: Barrett-Koehler.
  • Neider, L. L., Schriesheim, C. A. (2011). The authentic leadership inventory (ALI): De-velopment and empirical tests. The Leadership Quarterly, 22(6), 1146-1164.
  • Peus, C., Wesche, J. S., Streicher, B., Braun, S. & Frey, D. (2012). Authentic Leadership: An Empirical Test of Its Antecedents, Consequences, and Mediating Mechanisms. Journal of Business Ethics, 107(3), 331-348.
  • Rubin, R. S., Munz, D. C., & Bommer, W. H. (2005). Leading from within: The effects of emotion recognition and personality on transformational leadership behavior. Academy of Management Journal, 48(5), 845-858.
  • Shamir, B., & Eilam, G. (2005). What’s your story? A life-stories approach to authentic leadership development. Leadership Quarterly, 16(3), 395-417.
  • Sparrowe, R. T. (2005). Authentic leadership and the narrative self. Leadership Quarterly, 16(3), 419-439.
  • Sy, T., Côté, S., & Saavedra, R. (2005). The contagious leader: Impact of the leader’s mood on the mood of group members, group affective tone, and group pro¬cesses. Journal of Applied Psychology, 90(2), 295-305.
  • Walumbwa, F. O., Avolio, B. J., Gardner, W. L., Wernsing, T. S., & Peterson, S. J. (2008). Authentic leadership: Development and validation of a theory-based measure. Journal of Management, 34(1), 89-126.
  • Yukl, G. A. (2005). Leadership in organizations (6th ed.). New York: Prentice Hall.
Toplam 22 adet kaynakça vardır.

Ayrıntılar

Birincil Dil İngilizce
Bölüm Makaleler
Yazarlar

Nevra Baker 0000-0002-5557-8235

Yayımlanma Tarihi 1 Ekim 2018
Yayımlandığı Sayı Yıl 2018

Kaynak Göster

APA Baker, N. (2018). Authentic leadership and follower job satisfaction: The moderating effect of leader emotional expressivity. International Journal of Social Sciences and Education Research, 4(4), 689-697. https://doi.org/10.24289/ijsser.472863
AMA Baker N. Authentic leadership and follower job satisfaction: The moderating effect of leader emotional expressivity. International Journal of Social Sciences and Education Research. Ekim 2018;4(4):689-697. doi:10.24289/ijsser.472863
Chicago Baker, Nevra. “Authentic Leadership and Follower Job Satisfaction: The Moderating Effect of Leader Emotional Expressivity”. International Journal of Social Sciences and Education Research 4, sy. 4 (Ekim 2018): 689-97. https://doi.org/10.24289/ijsser.472863.
EndNote Baker N (01 Ekim 2018) Authentic leadership and follower job satisfaction: The moderating effect of leader emotional expressivity. International Journal of Social Sciences and Education Research 4 4 689–697.
IEEE N. Baker, “Authentic leadership and follower job satisfaction: The moderating effect of leader emotional expressivity”, International Journal of Social Sciences and Education Research, c. 4, sy. 4, ss. 689–697, 2018, doi: 10.24289/ijsser.472863.
ISNAD Baker, Nevra. “Authentic Leadership and Follower Job Satisfaction: The Moderating Effect of Leader Emotional Expressivity”. International Journal of Social Sciences and Education Research 4/4 (Ekim 2018), 689-697. https://doi.org/10.24289/ijsser.472863.
JAMA Baker N. Authentic leadership and follower job satisfaction: The moderating effect of leader emotional expressivity. International Journal of Social Sciences and Education Research. 2018;4:689–697.
MLA Baker, Nevra. “Authentic Leadership and Follower Job Satisfaction: The Moderating Effect of Leader Emotional Expressivity”. International Journal of Social Sciences and Education Research, c. 4, sy. 4, 2018, ss. 689-97, doi:10.24289/ijsser.472863.
Vancouver Baker N. Authentic leadership and follower job satisfaction: The moderating effect of leader emotional expressivity. International Journal of Social Sciences and Education Research. 2018;4(4):689-97.

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