Keywords : Authentic Leadership


Examination of the Effects of Emotional Intelligence and Authentic Leadership on the Employees in the Organizations

Zafer Adigüzel; Eda Kuloglu

International Journal of Organizational Leadership, Volume 8, Issue 1, Pages 13-30
DOI: 10.33844/ijol.2019.60412

In the highly competitive environment of the business world, organizations implement human resource policies and practices to increase the motivation and performance of employees. Efforts to keep employee turnover at minimum levels are directly proportional to employee satisfaction and their willingness to stay in the organization. Employees’ dissatisfaction, leaders’ attitudes and behaviours, human resources policies determine the life of the organizations. The increase in the employment turnover rate can decrease the performance of the organization, bring additional costs and cause employee trainings to be ineffective. In particular, the qualified employees can easily leave the organization if they do not like the management approach leads to the formation of different management understandings and perspectives. The leadership style of the managers and the human resources policies can shape the future of the organizations.  Therefore, it is important to conduct studies in this field to help the senior managers to make decisions and demonstrate their leadership roles. The sample of this study consists of 498 white-collar employees working in the private and public sector. The findings were subjected to factor and reliability analyses by using IBM SPSS 23 program. The hypotheses were tested by regression analysis and the results were evaluated and presented accordingly.

Authentic Leadership: A New Approach to Leadership (Describing the Mediatory Role of Psychological Capital in the Relationship between Authentic Leadership and Intentional Organizational Forgetting)

Samaneh Mohammadpour; Nour Mohammad Yaghoubi; Amin Reza Kamalian; Habibollah Salarzehi

International Journal of Organizational Leadership, Volume 6, Issue 4, Pages 491-504
DOI: 10.33844/ijol.2017.60278

In the last decade, companies have increasingly understood the value of knowledge management for obtaining competitive advantage. The two main dimensions of knowledge management are organizational learning and organizational forgetting. Despite much research that has been done about knowledge management and organizational learning, not much studies have been conducted so far on organizational forgetting and how to handle it. The purpose of the present study is to consider the relationship between the most recent leadership approach called authentic leadership and the concept of intentional organizational forgetting and psychological capital, which are suggested as a conceptual model for the first time. Research methodology is descriptive-correlational, and in terms of purpose, it is an applied study. Statistical population includes the employees of National Oil Products Distribution Company of Sistan and Baluchestan Province, out of which 165 individuals were selected through random sampling. Data collection tool includes the standard questionnaires of authentic leadership, organizational forgetting, and psychological capital, whose content validity was confirmed by experts’ comments and its reliability was confirmed by Cronbach’s alpha. In this research, correlation test, regression test, and structural equations model were used, and data were analyzed using LISREL Software. Results indicate that authentic leadership directly and indirectly affects intentional organizational forgetting through psychological capital. Also, the psychological capital, as a mediator variable, is relatively effective in the relationship between authentic leadership and intentional organizational forgetting.