Authentic leadership and its effect on employees' organizational citizenship behaviours

  1. Edú Valsania, Sergio
  2. Moriano León, Juan Antonio
  3. Molero Alonso, Fernando
  4. Topa Cantisano, Gabriela
Revista:
Psicothema

ISSN: 0214-9915

Año de publicación: 2012

Volumen: 24

Número: 4

Páginas: 561-566

Tipo: Artículo

DIALNET GOOGLE SCHOLAR lock_openAcceso abierto editor

Otras publicaciones en: Psicothema

Resumen

Los estudios que han probado asociación positiva del Liderazgo Auténtico con los OCB han empleado medidas globales de ambos constructos. Este trabajo pretende profundizar más en el efecto del Liderazgo Auténtico sobre los OCB, concentrándose en analizar la relación específica de sus cuatro componentes con las dimensiones individual y organizacional de los OCB. Los participantes de este estudio cuasi experimental fueron 220 empleados españoles (30,9% hombres y 69,1% mujeres) que respondieron a un cuestionario compuesto por las variables a estudiar: Liderazgo Auténtico, Comportamientos de Ciudadanía Organizacional y variables sociobiográficas. Los resultados obtenidos mediante análisis de regresión múltiple stepwise indican que dos componentes del liderazgo auténtico --perspectiva moral y transparencia relacional-- se relacionan significativamente con los OCB. Adicionalmente, el liderazgo auténtico es mejor predictor de los OCB de los seguidores cuando estos comportamientos son impersonales y están dirigidos a la organización en sí misma que cuando están dirigidos a personas. Estos resultados tienen implicaciones prácticas para la gestión de los recursos humanos en las organizaciones, especialmente en los procesos de selección y formación de directivos.

Referencias bibliográficas

  • Avolio, B.J., & Gardner, W.L. (2005). Authentic leadership development: Getting to the root of positive forms of leadership. The Leadership Quarterly, 16, 315-338.
  • Avolio, B.J., Gardner, W.L., Walumbwa, F.O., Luthans, F., & May, D.R. (2004). Unlocking the mask: A look at the process by which authentic leaders impact follower attitudes and behaviours. The Leadership Quarterly, 16, 801-823.
  • Bass, B.M. (1985). Leadership and performance beyond expectations. New York: The Free Press.
  • Barling, J., & Cooper, C.L. (2008). The Sage handbook of organizational behavior, vol. 1: Micro approaches. London: Sage.
  • Brown, M.E., Treviño, L.K., & Harrison, D.A. (2005). Ethical leadership: A social learning perspective for construct development and testing. Organizational Behavior and Human Decision Processes, 97(2), 117-134.
  • Clapp-Smith, R., Vogelgesang, G., & Avey, J. (2009). Authentic leadership and positive psychological capital: The mediating role of trust at the group level of analysis. Organizational Studies, 15(3), 227-240.
  • Colquitt, J.A., Scott, B.A., & LePine, J.A. (2007). Trust, trustworthiness, and trust propensity: A meta-analytic test of their unique relationships with risk taking and job performance. Journal of Applied Psychology, 92(4), 909-927.
  • Dávila, M.C., & Finkelstein, M.A. (2010). Predicting organizational citizenship behavior from functional analysis and role identity perspectives: Further evidence in Spanish employees. Spanish Journal of Psychology, 13(1), 276-282.
  • Dovidio, J.F., Piliavin, J.A., Schroeder, D.A., & Penner, L.A. (2006). The social psychology of prosocial behavior. Mahwah, NJ: Erlbaum.
  • Finkelstein, M.A. (2006). Dispositional predictors of organizational citizenship behavior: Motives, motive fulfillment and role identity. Social Behavior and Personality, 34(6), 603-616.
  • Finkelstein, M.A., & Penner, L.A. (2004). Predicting organizational citizenship behavior: Integrating the functional and role identity approaches. Social Behavior and Personality, 32(4), 383-398.
  • Fredrickson, B. (2009). Positivity. New York: Crown Publishers.
  • 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 leaders and follower development. The Leadership Quarterly, 16, 343-372.
  • Goldman, B.M., & Kernis, M. (2002). The role of authenticity in healthy psychological functioning and subjective well-being. Annals of the American Psychotherapy Association, 5, 18-20.
  • Harter, J.K., Schmidt, F.L., & Hayes, T.L. (2002). Business-unit-level relationship between employee satisfaction, employee engagement and business outcomes: A meta-analysis. Journal of Applied Psychology, 87(2), 268-279.
  • 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.
  • Ilies, R., Frederick, M., & Nahrgang, J. (2005). Authentic leadership and eudaemonic well-being: Understanding leader-follower outcomes. The Leadership Quarterly, 16, 373-394.
  • Kamdar, D., & Van Dyne, L. (2007). The joint effects of personality and workplace social exchange relationships in predicting task performance and citizenship performance. Journal of Applied Psychology, 92(5), 1286-1298.
  • Kernis, M.H. (2003). Toward a conceptualisation of optimal self-esteem. Psychological Inquiry, 14(1), 1-26.
  • Lee, K., & Allen, N.J. (2002). Organizational citizenship behavior and workplace deviance: The role of affect and cognitions. Journal of Applied Psychology, 87, 131-142.
  • López-González, E. (1998). Tratamiento de la colinealidad en regresión multiple [Dealing with colinearity in multiple regression]. Psicothema, 10(2), 491-507.
  • Luthans, F., & Avolio, B. (2003). Authentic leadership development. In K.S. Cameron, J.E., Dutton, & R.E. Quinn (Eds.), Positive organizational scholarship. Foundations of a new discipline (pp. 241-259). San Francisco: Berrett-Koehler.
  • Luthans, F., Avolio, B.J., Avey, J.B., & Norman, S.M. (2007). Positive psychological capital: Measurement and relationship with performance and satisfaction. Personnel Psychology, 60(3), 541-572.
  • Moriano, J.A., Molero, F., & Lévy-Mangin, J.P. (2011). Liderazgo auténtico. Concepto y validación del cuestionario ALQ en España [Authentic leadership. Concept and validation of the ALQ in Spain]. Psicothema, 23(2), 336-341.
  • Organ, D.W. (1988). Organizational citizenship behavior: The good soldier syndrome. Lexington, MA: Lexington Books.
  • Organ, D.W., Podsakoff, P.M., & MacKenzie, S.B. (2006). Organizational citizenship behavior: Its nature, antecedents, and consequences. London: Sage.
  • Podsakoff, P.M., MacKenzie, S.B., Paine, J.B., & Bachrach, D.G. (2000). Organizational citizenship behaviors: A critical review of the theoretical and empirical literature and suggestions for future research. Journal of Management, 26(3), 513-563.
  • Podsakoff, N.P., Whiting, S.W., Podsakoff, P.M., & Blume, B.D. (2009). Individual-and organizational-level consequences of organizational citizenship behaviors: A meta-analysis. Journal of Applied Psychology, 94(1), 122-141.
  • Spitzmuller, M., Van Dyne, L., & Ilies, R. (2008). Organizational citizenship behavior: A review and extension of its nomological network. In J. Barling & C.L. Cooper (Red.), The SAGE handbook for organizational behavior. Volume 1: Micro Approaches (pp. 108-123). Thousand Oaks, CA: Sage.
  • 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.
  • Walumbwa, F.O., Luthans, F., Avey, J.B., & Oke, A. (2009). Authentically leading groups: The mediating role of positivity and trust. Journal of Organizational Behavior, 32, 4-24. doi: 10.1002/job.653.
  • Walumbwa, F.O., Wang, P., Wang, H., Schaubroeck, J., & Avolio, B.J. (2010). Psychological processes linking authentic leadership to follower behaviors. The Leadership Quarterly, 21, 901-914.
  • Williams, E.A., Rajnandini, P., Bryan, D., & Kevin, B.L. (2011). The effects of crisis, cynicism about change, and value congruence on perceptions of authentic leadership and attributed charisma in the 2008 presidential election. The Leadership Quarterly, doi:10.1016/j. leaqua.2011.07.003.
  • Williams, L.J., & Anderson, S.E. (1991). Job satisfaction and organizational commitment as predictors of organizational citizenship in a non-work setting. Journal of Organizational Behavior, 1(3), 601-617.
  • Wong, C.A., & Cummings, G.G. (2009). The influence of authentic leadership behaviors on trust and work outcomes of health care staff. Journal of Leadership Studies, 3(2), 6-23.
Fuente de los datos: Dialnet