The Influence Of Authentic Leadership On Employee's Well-being,Behaviors And Work Outcomes

This study consists of three studies carried out that amount finally to a whole study inclusively.The aim of this study was to examines and validate how authentic leadership in a Tanzanian context foresees affective commitment and task performance both directly and indirectly;through mediating role of leader member exchange.The greatest challenge particularly in organisations in developing countries is lack of proper form of leadership and resources required to manage and run established institutions.Two theories namely leader-member-exchange(LMX)theory(Erdogan&Bauer(2015)and the goal setting theory(Lunenburg,2011),guides this study.These two theories complement each other such that LMX theory stimulates the authentic leadership to enhance better employee performance aided by specific goals set.However,authentic leadership is found to be insufficient in creating happiness to employees and better performance.Apart from that,leaders need to create relationship capabilities in order to survive in the ever changing business environment.Creating skills and abilities require constant learning;this calls for LMX theory.Mutually beneficial leader and member relationship is needed to attain good organizational outcomes both psychological and behavioural.This is justified by the application of relational exchange theory-LMX.The methodology adapted in this study was quantitative with empirical study,which was a deductive approach which began with theories and assumptions tested through data analysis.The statistical data was collected using survey questionnaire.In studying the relationship,three studies were carried out from three different business sectors in Tanzania,which are the mining sector(Study 1),local government authority(Study 2)and non-profit organization firms(Study 3).Study 1 was carried out from the mining sector using a sample of 267 individuals from different departments within the mine.The aim of this study was to examine how authentic leadership influenced employee happiness.The employees were asked to assess how they perceived their supervisor and if their exchange relations in their daily activities had impact on their well-being.The main research findings are;authentic leadership has a negative relationship with employees'happiness unless is mediated by leader member exchange.Study 2 was carried out from the local government authority using a sample of 161.In this study the main objective was to determine if authentic leadership moderated by job demand had influence on employees' happiness,creativity and counterproductive work behaviours.The findings of the study revealed that authentic leadership has a positive relationship with employees'happiness only if mediated by LMX;authentic leadership has a positive relationship 'with employees' creativity;employees' creativity has a positive impact on job performance.Finally,authentic leadership has strong and negative impact on counter productive work behaviours for subordinates.Furthermore,this study also examined job demand construct as a moderator of relationships between supervisors' leadership authenticity and subordinates' happiness,creativity and counter-productive work behaviour.Based on leader member exchange theory,we hypothesized that these associations would be moderated by subordinates' job demand an organization-based image and by their tendency to modify image presentation.The results revealed LMX moderated by job demand had not effect on employees' creativity;counterproductive work behaviour but rather on employees' happiness significantly at 10%.The study 3 study was carried out from a nonprofit making organization using a sample of 136 respondents.The objective of this study was to assess if authentic leadership contributes to understanding the role of LMX on employees' affective commitment and task performance.The study findings showed that The final results of the study reveal LMX already has a positive and significant effect on happiness suggests employee perceptions of authentic leadership are positively correlated with employees' affective commitment/well-being.This hypothesis is not supported because perceived authentic leadership is not showing any relation with affective commitment and finally perceived authentic leadership also has no impact on task performance.This study concludes that organisations in developing countries particularly Tanzania have the opportunity to learn and improve their management style by incorporating a symbiotic relationship between the leader and the subordinates,sharing of information and knowledge,open communication and trust regarding firm performance could have great impact on organsitional performance.From the previous drawn perspective of assumptions,the result revealed that authentic leadership works well with LMX.The exchange relationship spills over significantly and influences employees' happiness(well-being);employees' creativity and both the psychological level and behavioural level of employee's work.The most important aspect needs to be placed on self-assessment.When a leader and subordinates' relationship is high,the propensity to yield is high and positively associated with employees' happiness,creativity,affective commitment and eventually task performance.Managerial implications of the study include the importance of trust,open communication and specific measurable goals.The importance of the functional relationship is in building strong relationship ties between the leader and the subordinates in their respective departments of the organization by jointly solving problems together,empowering the weak employees and better utilization of the scares resources.Leader-member-exchange integration has positive contribution in enhancing the organizational performance outcomes.The originality of this study is pointed at the partial moderation of job demand reflects the contribution and importance of operational efficiency in organisational outcomes.Authentic leadership is associated with leader-member-exchange which is imperative in winning the behavior and psychological happiness of employees' and subsequently their performance.