Abstract: 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.
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.