The issue of leadership has been investigated from
several perspectives; however, very less from ethical perspective.
With the growing number of corporate scandals and unethical roles
played by business leaders in several parts of the world, the need to
examine leadership from ethical perspective cannot be over
emphasized. The importance of leadership credibility has been
discussed in the authentic model of leadership. Authentic leaders
display high degree of integrity, have deep sense of purpose, and
committed to their core values. As a result they promote a more
trusting relationship in their work groups that translates into several
positive outcomes. The present study examined how authentic
leadership contribute to subordinates- trust in leadership and how this
trust, in turn, predicts subordinates- work engagement. A sample of
395 employees was randomly selected from several local banks
operating in Malaysia. Standardized tools such as ALQ, OTI, and
EEQ were employed. Results indicated that authentic leadership
promoted subordinates- trust in leader, and contributed to work
engagement. Also, interpersonal trust predicted employees- work
engagement as well as mediated the relationship between this style of
leadership and employees- work engagement.
[1] Avery, D.R., McKay, P.F., and Wilson, D.C. (2007), "Engaging the
aging workforce: The relationship between perceived age, similarity,
satisfaction with coworkers, and employee engagement", Journal of
Applied Psychology, Vol. 92 No. 6, pp.1542-1556.
[2] Avolio, B.J. and Bass, B.M. (1988), "Transformational leadership,
charisma, and beyond", in J.G. Hunt, B.R. Baliga, H.P. Dachler & C.A.
Schriesheim (Eds.), Emerging leadership vistas. Lexington, MA:
Lexington Books, pp. 29-49.
[3] Avolio, B.J, Bass, B.M., and Jung, D.I. (1999), "Re-examining the
components of transformational and transactional leadership using the
multifactor leadership questionnaire", Journal of Occupational and
Organizational Psychology, Vol. 72 No.4, pp. 441-462.
[4] Avolio, B.J., Luthans, F., Avey, J.B., and Norman, S.M. (2007),
"Psychological capital: Measurement and relationship with performance
and satisfaction", Personnel Psychology, Vol. 60, pp. 541-572.
[5] Avolio, B.J., and Gardner, W.L. (2005), "Authentic leadership
development: Getting to the root of positive forms of leadership",
Leadership Quarterly, Vol. 16 No.3, pp. 315-338.
[6] Avolio, B.J., Dvir, T., Eden, D., and Shamir, B. (2002), "Impact of
transformational leadership on follower development and performance:
A field experiment", Academy of Management Journal, Vol. 45 No. 4,
pp. 735-744.
[7] Avolio, B.J., Gardner, W.L., Walumbwa, F.O., Luthans, F., and May,
D.R. (2004), "Unlocking the mask: A look at the process by which
authentic leaders impact follower attitudes and behaviors", Leadership
Quarterly, Vol. 15 No. 6, pp. 801-823.
[8] Bakker, A.B., Hakenen, J.J., Dermerouti, E., and Xanthopoulou, D.
(2007), "Job resources boost work engagement, particularly when job
demands are high", Journal of Educational Psychology, Vol. 99, pp.
272-284.
[9] Bass, B.M., and Avolio, B.J. (1994), "Transformational Leadership and
Organizational Culture", International Journal of Public Administration,
Vol. 17 No. 3&4, pp. 541-554.
[10] Bracey, H. (2002), Building trust. How to get it. How to keep it,
Taylorsville, GA: HB Artworks, Inc.
[11] Britt, T.W., Dickinson, J.M., Greene-Shortidge, T.M., and McKibben, E.
(2007), "Self engagement at work", in C. L. Cooper & D. Nelson (Eds.),
Positive organizational behavior, Thousand Oaks, CA: Sage, pp. 143-
158.
[12] Brower, H.H., Schoorman, F.D., and Tan, H.H. (2000), "A model of
relational leadership: The integration of trust and leader-member
exchange", Leadership Quarterly, Vol. 11 No. 2, pp. 227-250.
[13] Byrne, B.M. (2005). Structural equation modeling with AMOS: basic
concepts, applications and programming, London: LEA Publishers.
[14] Chughtai, Amir Ali, Buckley and Finian. (2008), "Work Engagement
and its Relationship with State and Trait Trust: A Conceptual Analysis",
Journal of Behavioral and Applied Management. Available at:
http://findarticles.com/p/articles/mi_qa5335/is_200809/ai_n29493978/?t
ag=content;col1
[15] Cooper, D.R., and Schindler, P.S. (2008), Business Research Methods
(12th Ed), McGraw-Hill/Irwin.
[16] Csorba, L.T. (2004), Trust. The one thing that makes or breaks a leader,
Nashville, TN: Thomas Nelson Publishers.
[17] Cummings, L.L., and Bromiley, P. (1996), "The organizational trust
inventory (OTI)", in Kramer, R.K., Tyler, T.R. (Eds), Trust in
Organizations: Frontiers of Theory and Research, Sage, Thousand
Oaks, CA, pp.302-30.
[18] Dirks, K.T., and Ferrin, D.L. (2002), "Trust in leadership: Meta-analytic
findings and implications for research and practice", Journal of Applied
Psychology, Vol. 87 No. 4, pp. 611-628.
[19] Doney, P., Cannon, J., and Mullen, M. (1998), "Understanding the
influence of national culture on the development of trust", Academy of
Management Review, Vol. 23 No. 3, pp. 601-620.
[20] Eagly, A.H. (2005), "Achieving relational authenticity in leadership:
Does gender matter?", The leadership Quarterly, Vol. 16 No. 3, pp. 459-
474.
[21] Erickson, R.J. (1995), "The importance of authenticity for self and
society", Symbolic Interaction, Vol. 18 No. 2, pp. 121-144.
[22] Galford, R., and Drapeau, A.S. (2002), The trusted leader. Bringing out
the best in your people and your company, New York: The Free Press.
[23] Gardner, W.L., Avolio, B.J., and Walumbwa, F.O. Eds. (2005),
Authentic leadership theory and practice: Origins, effects and
development, Oxford, UK: Elsevier Science.
[24] Gardner, W. L., Chan, A., Hughes, L., and Bailey A. (2006, August 15),
"Leader exemplification and ethical conduct: Effects on perceived
authenticity, trusts, and organizational advocacy", Paper presented at
Academy of Management Meeting, Atlanta.
[25] George, B. (2003), Authentic leadership: Rediscovering the secrets to
creating lasting value, San Francisco, CA: Jossey-Bass.
[26] Hair, J.F., Black, W.C., Babin, J.B., and Anderson, R.E., (2010),
Multivariate Data Analysis. (7th ed.), Upper Saddle River, NJ: Prentice
Hall.
[27] Harter, J.K., Schmidt, F.L. and Hayes, T.L. (2002), "Business-unit level
relationship between employee satisfaction, employee engagement, and
business outcomes: a meta-analysis", Journal of Applied Psychology,
Vol. 87, pp. 268-79.
[28] Hosmer, L.T. (1995), "Trust: The connecting link between
organizational theory and philosophical ethics", Academy of
Management Review, Vol. 20 No. 2, pp. 393-403.
[29] Hughes, L.W. (2005), Transparency, translucence or opacity? An
experimental study of the impact of a leader-s relational transparency
and style of humor delivery on follower creative performance.
Unpublished doctoral dissertation. University of Nebraska.
[30] Ilies, R., Morgeson, F.P., and Nahrgang, J.D. (2005), "Authentic
leadership and eudemonic well-being: Understanding leader-follower
outcomes", Leadership Quarterly, Vol. 16 No. 3, pp. 373-394.
[31] Kahn, W.A. (1990), "Psychological conditions of personal engagement
and disengagement at work", Academy of Management Journal, Vol. 33
No. 4, pp. 692-724.
[32] Kahn, W.A. (1992), "To be fully there: Psychological presence at work",
Human Relations, Vol. 45 No. 4, pp. 321-349.
[33] Kouzes, J.M., and Posner, B.Z. (2002), The leadership challenge (3rd
ed.), San Francisco, CA: Jossey-Bass.
[34] Levering, R. (2000). A great place to work: What makes some
employers so good- and most so bad? CA: Great Place to Work Institute.
[35] Luthans, F. (2004), "Organizational Behaviour", McGraw Hill Higher
Education.
[36] Luthans, F., and Avolio, B.J. (2003), "Authentic leadership
development", in K. S. Cameron, J. E. Dutton, & R. E. Quinn (Eds.),
Positive organizational scholarship. San Francisco: Barrett-Koehler. Pp.
241-261
[37] Luthans, F., and Peterson S.J. (2002), "Employee engagement and
manager self efficacy: Implications for managerial effectiveness and
development", The Journal of Management Development, Vol. 21 No.
5/6, pp. 376-387.
[38] Luthans, F., and Youssef, C.M. (2004), "Human, Social, and Now
Positive Psychological Capital Management: Investing in People for
Competitive Advantage", Organizational Dynamics, Vol. 33 No. 2, pp.
143-160.
[39] Luthans, F., Luthans, K.W., Hodgetts, R.M., and Luthans, B.C. (2001),
"Positive approach to leadership (PAL): Implications for today-s
organizations", Journal of Leadership & Organizational Studies, Vol. 8
No. 2, pp. 3-20.
[40] Luthans, F., Norman, S.M., Avolio, B.J., and Avey, J.B. (2008), "The
mediating role of psychological capital in the supportive organizational
climate - employee performance relationship", Journal of Organizational
Behavior, Vol. 29, pp. 219-238.
[41] Macey, W., and Schneider, B. (2008), "The meaning of employee
engagement. Industrial and Organizational Psychology", Perspectives on
Science and Practice, Vol. 1 No. 1, pp. 3-30.
[42] Maslach, C., and Leiter, M.P. (1997), The Truth about Burnout, San
Fransisco: Jossey Bass.
[43] Mayer, R.C., and Davis, J.H. (1999), "The Effect of the Performance
Appraisal System on Trust in Management: A Field Quasi-Experiment",
Journal of Applied Psychology, Vol. 84 No. 1, pp. 123-136.
[44] Mayer, R.C., Davis, J.H., and Schoorman, F.D. (1995), "An Integration
Model of Organizational Trust", Academy of Management Review, Vol.
20, pp. 709-729.
[45] McAllister, D.J. (1995), "Affect- and cognition-based trust as
foundations for interpersonal cooperation in organizations", Academy of
Management Journal, Vol. 38 No. 1, pp. 24-59.
[46] McKnight, H.D., Choudhury, V., and Kacmar, C. (2002), "Developing
and Validating Trust Measures for e-Commerce: An Integrative
Typology", Information System Research, Vo. 13 No. 3, pp. 334-359.
[47] Michie, S., and Gooty, J. (2005), "Values, emotions, and authenticity:
Will the real leader please stand up?", Leadership Quarterly, Vol. 16 No.
3, pp. 441-457.
[48] Mishra, A.K. (1993), "Organizational Responses to Crisis: The
Centrality of Trust", in Kramer, R. M. & Thomas T. (eds.) Trust In
Organizations, Newbury Park, CA: Sage. (1996), pp. 261-287.
[49] Morgan, D.E., and Zeffane, R. (2003), "Employee involvement,
organizational change and trust in management", International Journal of
Human Resource Management, Vol. 14 No. 1, pp. 55-75.
[50] Morrow, J., Hansen, M., and Pearson, A. (2004), "The cognitive and
affective antecedents of general trust within cooperative organizations",
Journal of Management Issues, Vol. 16 No. 1, pp. 48-64.
[51] Norman, S.M. (2006), The role of trust: Implications for psychological
capital and authentic leadership, Unpublished doctoral dissertation.
University of Nebraska.
[52] Ponnu, C.H., and Tennakoon, G. (2009), "The Association between
Ethical Leadership and Employee Outcomes - the Malaysian Case",
Electronic Journal of Business Ethics and Organization Studies, Vol. 14
No.1, pp. 21-32.
[53] Reina, D.S., and Reina, M.L. (1999), Trust and betrayal in the
workplace. Building effective relationships in your organization, San
Francisco, CA: Berrett-Koehler Publishers, Inc.
[54] Rothbard, N.P (2001), "Enriching or depleting? The dynamics of
engagement in work and family roles", Administrative Science
Quarterly, Vol. 46 No. 4, pp. 655-684.
[55] Rousseau, D., Sitkin, S., Burt, R., and Camerer, C. (1998), "Not so
different after all: A cross-discipline view of trust", Academy of
Management Review, Vol. 23 No. 3, pp. 393-404.
[56] Rusaw, C.A. (2000), "The ethics of leadership trust", International
Journal of Organizational Theory and Behavior, Vol. 3 No. 3-4, pp. 547-
569.
[57] Schaufeli, S.W.B., Salanova, M., Gonzales-Roma, V., and Bakker, A.B.
(2002), "The measurement of engagement and burnout: A two sample
confirmatory factor analytic approach", Journal of Happiness Studies,
Vol. 3 No. 1, pp. 71-92.
[58] Schaufeli, W.B., and Bakker, A.B. (2004), "Job demands, job resources,
and their relationship with burnout and engagement: A multi-sample
study", Journal of Organizational Behavior, Vol. 25 No. 3, pp. 293-315.
[59] Schaufeli, W.B. and Salanova, M. (2007), "Work engagement: An
emerging psychological concept and its implications for organizations",
in Gilliland, S.W., Steiner, D.D. and Skarlicki, D.P. (Eds), Research in
social issues in management, Information Age Publishers, Greenwich,
CT, pp. 135-177.
[60] Schein, E.H. (2004), Organizational culture and leadership (3rd ed.), San
Francisco: Jossey-Bass.
[61] Senge, P.M. (2006), The Fifth Discipline: The Art and Practice of the
Learning Organization.
[62] Spreitzer, G.M., and Mishra, A.K. (2002), "To stay or to go: voluntary
survivor turnover following an organizational downsizing", Journal of
Organizational Behaviour, Vol. 23, pp. 707-729.
[63] Whitener, E.M., Brodt, S.E., Korsgaard, M.A., and Werner, J.M. (1998),
"Managers as initiators of trust: An exchange relationship framework for
understanding managerial trustworthy behavior", Academy of
Management Review, Vol. 23 No. 3, pp. 513-530.
[64] Walumbwa, F.O., Avolio, B.J., Gardner, W.L., and Wernsing, T. (2006),
"Development of a scale of authenticity", Current Working Paper.
[1] Avery, D.R., McKay, P.F., and Wilson, D.C. (2007), "Engaging the
aging workforce: The relationship between perceived age, similarity,
satisfaction with coworkers, and employee engagement", Journal of
Applied Psychology, Vol. 92 No. 6, pp.1542-1556.
[2] Avolio, B.J. and Bass, B.M. (1988), "Transformational leadership,
charisma, and beyond", in J.G. Hunt, B.R. Baliga, H.P. Dachler & C.A.
Schriesheim (Eds.), Emerging leadership vistas. Lexington, MA:
Lexington Books, pp. 29-49.
[3] Avolio, B.J, Bass, B.M., and Jung, D.I. (1999), "Re-examining the
components of transformational and transactional leadership using the
multifactor leadership questionnaire", Journal of Occupational and
Organizational Psychology, Vol. 72 No.4, pp. 441-462.
[4] Avolio, B.J., Luthans, F., Avey, J.B., and Norman, S.M. (2007),
"Psychological capital: Measurement and relationship with performance
and satisfaction", Personnel Psychology, Vol. 60, pp. 541-572.
[5] Avolio, B.J., and Gardner, W.L. (2005), "Authentic leadership
development: Getting to the root of positive forms of leadership",
Leadership Quarterly, Vol. 16 No.3, pp. 315-338.
[6] Avolio, B.J., Dvir, T., Eden, D., and Shamir, B. (2002), "Impact of
transformational leadership on follower development and performance:
A field experiment", Academy of Management Journal, Vol. 45 No. 4,
pp. 735-744.
[7] Avolio, B.J., Gardner, W.L., Walumbwa, F.O., Luthans, F., and May,
D.R. (2004), "Unlocking the mask: A look at the process by which
authentic leaders impact follower attitudes and behaviors", Leadership
Quarterly, Vol. 15 No. 6, pp. 801-823.
[8] Bakker, A.B., Hakenen, J.J., Dermerouti, E., and Xanthopoulou, D.
(2007), "Job resources boost work engagement, particularly when job
demands are high", Journal of Educational Psychology, Vol. 99, pp.
272-284.
[9] Bass, B.M., and Avolio, B.J. (1994), "Transformational Leadership and
Organizational Culture", International Journal of Public Administration,
Vol. 17 No. 3&4, pp. 541-554.
[10] Bracey, H. (2002), Building trust. How to get it. How to keep it,
Taylorsville, GA: HB Artworks, Inc.
[11] Britt, T.W., Dickinson, J.M., Greene-Shortidge, T.M., and McKibben, E.
(2007), "Self engagement at work", in C. L. Cooper & D. Nelson (Eds.),
Positive organizational behavior, Thousand Oaks, CA: Sage, pp. 143-
158.
[12] Brower, H.H., Schoorman, F.D., and Tan, H.H. (2000), "A model of
relational leadership: The integration of trust and leader-member
exchange", Leadership Quarterly, Vol. 11 No. 2, pp. 227-250.
[13] Byrne, B.M. (2005). Structural equation modeling with AMOS: basic
concepts, applications and programming, London: LEA Publishers.
[14] Chughtai, Amir Ali, Buckley and Finian. (2008), "Work Engagement
and its Relationship with State and Trait Trust: A Conceptual Analysis",
Journal of Behavioral and Applied Management. Available at:
http://findarticles.com/p/articles/mi_qa5335/is_200809/ai_n29493978/?t
ag=content;col1
[15] Cooper, D.R., and Schindler, P.S. (2008), Business Research Methods
(12th Ed), McGraw-Hill/Irwin.
[16] Csorba, L.T. (2004), Trust. The one thing that makes or breaks a leader,
Nashville, TN: Thomas Nelson Publishers.
[17] Cummings, L.L., and Bromiley, P. (1996), "The organizational trust
inventory (OTI)", in Kramer, R.K., Tyler, T.R. (Eds), Trust in
Organizations: Frontiers of Theory and Research, Sage, Thousand
Oaks, CA, pp.302-30.
[18] Dirks, K.T., and Ferrin, D.L. (2002), "Trust in leadership: Meta-analytic
findings and implications for research and practice", Journal of Applied
Psychology, Vol. 87 No. 4, pp. 611-628.
[19] Doney, P., Cannon, J., and Mullen, M. (1998), "Understanding the
influence of national culture on the development of trust", Academy of
Management Review, Vol. 23 No. 3, pp. 601-620.
[20] Eagly, A.H. (2005), "Achieving relational authenticity in leadership:
Does gender matter?", The leadership Quarterly, Vol. 16 No. 3, pp. 459-
474.
[21] Erickson, R.J. (1995), "The importance of authenticity for self and
society", Symbolic Interaction, Vol. 18 No. 2, pp. 121-144.
[22] Galford, R., and Drapeau, A.S. (2002), The trusted leader. Bringing out
the best in your people and your company, New York: The Free Press.
[23] Gardner, W.L., Avolio, B.J., and Walumbwa, F.O. Eds. (2005),
Authentic leadership theory and practice: Origins, effects and
development, Oxford, UK: Elsevier Science.
[24] Gardner, W. L., Chan, A., Hughes, L., and Bailey A. (2006, August 15),
"Leader exemplification and ethical conduct: Effects on perceived
authenticity, trusts, and organizational advocacy", Paper presented at
Academy of Management Meeting, Atlanta.
[25] George, B. (2003), Authentic leadership: Rediscovering the secrets to
creating lasting value, San Francisco, CA: Jossey-Bass.
[26] Hair, J.F., Black, W.C., Babin, J.B., and Anderson, R.E., (2010),
Multivariate Data Analysis. (7th ed.), Upper Saddle River, NJ: Prentice
Hall.
[27] Harter, J.K., Schmidt, F.L. and Hayes, T.L. (2002), "Business-unit level
relationship between employee satisfaction, employee engagement, and
business outcomes: a meta-analysis", Journal of Applied Psychology,
Vol. 87, pp. 268-79.
[28] Hosmer, L.T. (1995), "Trust: The connecting link between
organizational theory and philosophical ethics", Academy of
Management Review, Vol. 20 No. 2, pp. 393-403.
[29] Hughes, L.W. (2005), Transparency, translucence or opacity? An
experimental study of the impact of a leader-s relational transparency
and style of humor delivery on follower creative performance.
Unpublished doctoral dissertation. University of Nebraska.
[30] Ilies, R., Morgeson, F.P., and Nahrgang, J.D. (2005), "Authentic
leadership and eudemonic well-being: Understanding leader-follower
outcomes", Leadership Quarterly, Vol. 16 No. 3, pp. 373-394.
[31] Kahn, W.A. (1990), "Psychological conditions of personal engagement
and disengagement at work", Academy of Management Journal, Vol. 33
No. 4, pp. 692-724.
[32] Kahn, W.A. (1992), "To be fully there: Psychological presence at work",
Human Relations, Vol. 45 No. 4, pp. 321-349.
[33] Kouzes, J.M., and Posner, B.Z. (2002), The leadership challenge (3rd
ed.), San Francisco, CA: Jossey-Bass.
[34] Levering, R. (2000). A great place to work: What makes some
employers so good- and most so bad? CA: Great Place to Work Institute.
[35] Luthans, F. (2004), "Organizational Behaviour", McGraw Hill Higher
Education.
[36] Luthans, F., and Avolio, B.J. (2003), "Authentic leadership
development", in K. S. Cameron, J. E. Dutton, & R. E. Quinn (Eds.),
Positive organizational scholarship. San Francisco: Barrett-Koehler. Pp.
241-261
[37] Luthans, F., and Peterson S.J. (2002), "Employee engagement and
manager self efficacy: Implications for managerial effectiveness and
development", The Journal of Management Development, Vol. 21 No.
5/6, pp. 376-387.
[38] Luthans, F., and Youssef, C.M. (2004), "Human, Social, and Now
Positive Psychological Capital Management: Investing in People for
Competitive Advantage", Organizational Dynamics, Vol. 33 No. 2, pp.
143-160.
[39] Luthans, F., Luthans, K.W., Hodgetts, R.M., and Luthans, B.C. (2001),
"Positive approach to leadership (PAL): Implications for today-s
organizations", Journal of Leadership & Organizational Studies, Vol. 8
No. 2, pp. 3-20.
[40] Luthans, F., Norman, S.M., Avolio, B.J., and Avey, J.B. (2008), "The
mediating role of psychological capital in the supportive organizational
climate - employee performance relationship", Journal of Organizational
Behavior, Vol. 29, pp. 219-238.
[41] Macey, W., and Schneider, B. (2008), "The meaning of employee
engagement. Industrial and Organizational Psychology", Perspectives on
Science and Practice, Vol. 1 No. 1, pp. 3-30.
[42] Maslach, C., and Leiter, M.P. (1997), The Truth about Burnout, San
Fransisco: Jossey Bass.
[43] Mayer, R.C., and Davis, J.H. (1999), "The Effect of the Performance
Appraisal System on Trust in Management: A Field Quasi-Experiment",
Journal of Applied Psychology, Vol. 84 No. 1, pp. 123-136.
[44] Mayer, R.C., Davis, J.H., and Schoorman, F.D. (1995), "An Integration
Model of Organizational Trust", Academy of Management Review, Vol.
20, pp. 709-729.
[45] McAllister, D.J. (1995), "Affect- and cognition-based trust as
foundations for interpersonal cooperation in organizations", Academy of
Management Journal, Vol. 38 No. 1, pp. 24-59.
[46] McKnight, H.D., Choudhury, V., and Kacmar, C. (2002), "Developing
and Validating Trust Measures for e-Commerce: An Integrative
Typology", Information System Research, Vo. 13 No. 3, pp. 334-359.
[47] Michie, S., and Gooty, J. (2005), "Values, emotions, and authenticity:
Will the real leader please stand up?", Leadership Quarterly, Vol. 16 No.
3, pp. 441-457.
[48] Mishra, A.K. (1993), "Organizational Responses to Crisis: The
Centrality of Trust", in Kramer, R. M. & Thomas T. (eds.) Trust In
Organizations, Newbury Park, CA: Sage. (1996), pp. 261-287.
[49] Morgan, D.E., and Zeffane, R. (2003), "Employee involvement,
organizational change and trust in management", International Journal of
Human Resource Management, Vol. 14 No. 1, pp. 55-75.
[50] Morrow, J., Hansen, M., and Pearson, A. (2004), "The cognitive and
affective antecedents of general trust within cooperative organizations",
Journal of Management Issues, Vol. 16 No. 1, pp. 48-64.
[51] Norman, S.M. (2006), The role of trust: Implications for psychological
capital and authentic leadership, Unpublished doctoral dissertation.
University of Nebraska.
[52] Ponnu, C.H., and Tennakoon, G. (2009), "The Association between
Ethical Leadership and Employee Outcomes - the Malaysian Case",
Electronic Journal of Business Ethics and Organization Studies, Vol. 14
No.1, pp. 21-32.
[53] Reina, D.S., and Reina, M.L. (1999), Trust and betrayal in the
workplace. Building effective relationships in your organization, San
Francisco, CA: Berrett-Koehler Publishers, Inc.
[54] Rothbard, N.P (2001), "Enriching or depleting? The dynamics of
engagement in work and family roles", Administrative Science
Quarterly, Vol. 46 No. 4, pp. 655-684.
[55] Rousseau, D., Sitkin, S., Burt, R., and Camerer, C. (1998), "Not so
different after all: A cross-discipline view of trust", Academy of
Management Review, Vol. 23 No. 3, pp. 393-404.
[56] Rusaw, C.A. (2000), "The ethics of leadership trust", International
Journal of Organizational Theory and Behavior, Vol. 3 No. 3-4, pp. 547-
569.
[57] Schaufeli, S.W.B., Salanova, M., Gonzales-Roma, V., and Bakker, A.B.
(2002), "The measurement of engagement and burnout: A two sample
confirmatory factor analytic approach", Journal of Happiness Studies,
Vol. 3 No. 1, pp. 71-92.
[58] Schaufeli, W.B., and Bakker, A.B. (2004), "Job demands, job resources,
and their relationship with burnout and engagement: A multi-sample
study", Journal of Organizational Behavior, Vol. 25 No. 3, pp. 293-315.
[59] Schaufeli, W.B. and Salanova, M. (2007), "Work engagement: An
emerging psychological concept and its implications for organizations",
in Gilliland, S.W., Steiner, D.D. and Skarlicki, D.P. (Eds), Research in
social issues in management, Information Age Publishers, Greenwich,
CT, pp. 135-177.
[60] Schein, E.H. (2004), Organizational culture and leadership (3rd ed.), San
Francisco: Jossey-Bass.
[61] Senge, P.M. (2006), The Fifth Discipline: The Art and Practice of the
Learning Organization.
[62] Spreitzer, G.M., and Mishra, A.K. (2002), "To stay or to go: voluntary
survivor turnover following an organizational downsizing", Journal of
Organizational Behaviour, Vol. 23, pp. 707-729.
[63] Whitener, E.M., Brodt, S.E., Korsgaard, M.A., and Werner, J.M. (1998),
"Managers as initiators of trust: An exchange relationship framework for
understanding managerial trustworthy behavior", Academy of
Management Review, Vol. 23 No. 3, pp. 513-530.
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@article{"International Journal of Business, Human and Social Sciences:59455", author = "Arif Hassan and Forbis Ahmed", title = "Authentic Leadership, Trust and Work Engagement", abstract = "The issue of leadership has been investigated from
several perspectives; however, very less from ethical perspective.
With the growing number of corporate scandals and unethical roles
played by business leaders in several parts of the world, the need to
examine leadership from ethical perspective cannot be over
emphasized. The importance of leadership credibility has been
discussed in the authentic model of leadership. Authentic leaders
display high degree of integrity, have deep sense of purpose, and
committed to their core values. As a result they promote a more
trusting relationship in their work groups that translates into several
positive outcomes. The present study examined how authentic
leadership contribute to subordinates- trust in leadership and how this
trust, in turn, predicts subordinates- work engagement. A sample of
395 employees was randomly selected from several local banks
operating in Malaysia. Standardized tools such as ALQ, OTI, and
EEQ were employed. Results indicated that authentic leadership
promoted subordinates- trust in leader, and contributed to work
engagement. Also, interpersonal trust predicted employees- work
engagement as well as mediated the relationship between this style of
leadership and employees- work engagement.", keywords = "Authentic Leadership, Interpersonal Trust, WorkEngagement", volume = "5", number = "8", pages = "1054-7", }
