International Journal of Organizational Leadership

The purpose of this paper is to provide a review of the literature on authentic leadership and societal transformation.  The paper presents authentic leadership as the key player in the transformation of society.  Society has suffered due to many financial and moral scandals, corruption, nepotism, leadership that has no place for followers, and lack of transparency.  The paper proposes a new theoretical model to show how the newly discovered constructs interconnect and relate to one another.  The methodology employed in this article is the review of extant conceptual, theoretical, and empirical literature to build a case for a theoretical model that links up authentic leadership and societal transformation to cause a change in society.  The study identifies five main constructs that positively relate to one another and can provide the required leadership for societal transformation.  The five constructs include authentic leadership, trigger events, developmental readiness, core positive psychological resources, and societal transformation.  The findings showed that authentic leadership has positive effects on societal transformation.  The mediation role of the core positive psychological resources variable is discussed.  In addition, the moderating role of developmental readiness is discussed.  This study will be important in providing knowledge in regard to the effect of authentic leadership on societal transformation. Finally, the recommendation for future empirical studies is given.

This study examines the effect of authentic leadership on employee trust, occupational self-efficacy and work engagement. it also explores the mediating role of employees’ trust and occupational self-efficacy on the relationship between authentic leadership and work engagement. The sample size of this study was 200 employees from different organizations of Pakistan and the quantitative method was used which includes questionnaires with close ended questions. Smart PLS software was used to measure the relationship among variables and different techniques for the analysis were adopted such as SEM Path Analysis and Confirmatory factor analysis. The results indicated a strong relationship among variables and supported that there is a direct and positive relationship between authentic leadership and work engagement and employee trust and occupational self-efficacy act as mediating tool to mediate and strengthen the relationship between authentic leadership and work engagement. This research found a strong and positive relationship among the variables and highlights the vital role that authentic leaders play in motivating employees to bring positive change in employee’s attitude and behavior. The conclusions drawn will help to develop strategies so that the leaders may develop positive traits and workers may perform effectively and efficiently to enhance the productivity of an organization.

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.

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.