Are authentic leaders associated with more virtuous, committed and potent teams? ☆ ☆☆

By Arménio Rego, Andreia Vitória, Ana L. Magalhães, Neuza Ribeiro, Miguel Pina e Cunha. 2013

154 citations recorded by the source corpus.

Abstract Through a team-level analysis, the study shows how authentic leadership (AL) predicts team potency both directly and through the mediating role of team virtuousness and team affective commitment. Data about AL and team virtuousness were collected two months before data collection on team affective commitment and team potency. Fifty-one teams were selected for testing the hypotheses. The main findings are the following: (a) AL predicts team affective commitment through the mediating role of team virtuousness; (b) team virtuousness predicts team potency through the mediating role of team affective commitment; (c) AL predicts team potency through the mediating role of team virtuousness and team affective commitment. By focusing on two positive constructs (AL and team virtuousness), for which interrelations have rarely been explored, the study contributes to the Positive Organizational Scholarship movement, and suggests that AL and virtuousness are good in themselves and also potential facilitators of team success.

Subfields: Organizational Behavior and Human Resource Management, Social Psychology

View Paper: https://www.semanticscholar.org/paper/b24c084fda1fe8b91e14c8614be20917d443aacb

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In Organizational Behavior and Human Resource Management

In Social Psychology

Citations in the corpus

Ethical Leadership and Team Ethical Voice and Citizenship Behavior in the Military: The Roles of Team Moral Efficacy and Ethical Climate (2020, methodology): “Following recent recommendations (e.g., Biemann et al., 2012; James et al., 1984; LeBreton & Senter, 2008; Rego et al., 2013; Smith-Crowe et al., 2014), we calculated rwg(j) values using both the uniform distribution and a slightly skewed distribution, which are based on theoretically justifiable…”
An Investigation of Authentic Leadership’s Individual and Group Influences on Follower Responses (2018, background): “However, five of the eight group-level AL studies (Hsiung, 2012; Leroy et al., 2012, 2015; Li et al., 2012; Rego et al., 2013) reported relatively low intraclass correlation 2 (ICC[2]) values for AL.”
How Authentic Leadership Influences Team Performance: The Mediating Role of Team Reflexivity (2017, background): “Thus, while the four dimensions are considered to be somewhat distinct, a number of recent studies have adopted a composite measure combining them into one core factor (e.g., Rego et al., 2013; Walumbwa et al., 2008).”
How Authentic Leadership Promotes Individual Creativity: The Mediating Role of Affective Commitment (2020, methodology): “That is, when employees perceive their leaders’ authenticity, they are much more emotionally committed (Darvish & Rezaei, 2011; Leroy et al., 2012; Rego et al., 2013; Semedo et al., 2016), and employees’ emotional bonds to the organization influence their creativity, as other studies have shown (e.”