How authentic leadership influences the perceived quality of the mid-level leader-follower relationship / Mark A. Kaestner.

Format:

Book

Thesis/Dissertation

Author/Creator:

Kaestner, Mark A., author.

Contributor:

Nakkula, Michael J., degree supervisor.

University of Pennsylvania. Department of Chief Learning Officer, degree granting institution.

Language:

English

Subjects (All):

Chief learning officer--Penn dissertations.

Penn dissertations--Chief learning officer.

Local Subjects:

Chief learning officer--Penn dissertations.

Penn dissertations--Chief learning officer.

Genre:

Academic theses.

Physical Description:

1 online resource (198 pages)

Contained In:

Dissertations Abstracts International 82-12A.

Place of Publication:

[Philadelphia, Pennsylvania] : University of Pennsylvania ; Ann Arbor : ProQuest Dissertations & Theses, 2021.

Language Note:

English

System Details:

Mode of access: World Wide Web.

text file

Summary:

Leadership is one of the most important contributions to an organization that determines the success or failure of operations. Fundamental to this is how leadership, particularly authentic leadership, relates to the leader-follower relationship and the ways in which leaders engage their employees. Business leaders are always striving to enhance employee engagement in the work environment, which can be critical to an organization's success or failure-toxic work cultures created by leaders cause employees to leave, resulting in lost knowledge, skills, and revenue for the organization. As such, there is a need to investigate further the behaviors and characteristics that influence the quality of the leader and follower relationship, thereby optimizing authenticity between the leader and follower. This qualitative study looked at the quality of the relationship between the leader and the follower to understand the factors that promote authenticity, allowing both mid-level leaders and their direct reports to be their authentic selves. This study also utilizes the theoretical framework of authentic leadership to look at the interrelationship between leader and follower. The overall interpretation of the results show a strong relationship among specific factors as well as variance in engagement given different leadership approaches. Additionally, results from both follower and leader participants indicate that collaboration, integrity, and honesty are leading factors that determine authentic leadership and enhance the leader-follower relationship. Conversely, follower participants were in the majority that intimidating or authoritative leadership approaches left employees feeling unmotivated, disengaged, and lacking the ability to bring their authentic self to work. The overarching research question that guided this study is: how does authentic leadership influence the quality of the mid-level leader and follower relationship? Given the perceived relationship between authentic leadership, employee engagement, and organizational performance, researchers and practitioners will gain valuable insight from understanding what behaviors and attributes influence the quality of the relationship in order to optimize the authenticity between the leader and follower.

Notes:

Source: Dissertations Abstracts International, Volume: 82-12, Section: A.

Advisors: Nakkula, Michael J.; Committee members: Sharon Ravitch; L. Golden.

Department: Chief Learning Officer.

Ed.D. University of Pennsylvania 2021.

Local Notes:

School code: 0175

ISBN:

9798516084195

Access Restriction:

Restricted for use by site license.

This item must not be sold to any third party vendors.