Authentic Leadership and Psychological Ownership Annotated Bibliography

Alok, K. (2014). Authentic leadership and psychological ownership: Investigation of interrelations. Leadership & Organization Development Journal, 35(4), 266-285.

This study is helpful for research as it sets the task of studying what relationship exists between authentic leadership and psychological ownership. The second goal is to examine how dyadic duration influences these two phenomena. To test the research hypothesis, the author used structural equation modeling, and correlational research design was taken as the basis of the scientific work (Alok, 2014). Based on the information received, the author comes to the conclusion that authentic leadership increases the efficiency of organizations and has a positive effect on psychological ownership. It defines authentic leadership as a “is a higher-order construct comprising four sub-constructs: self-awareness, relational transparency, balanced processing of information, and internalized moral perspective” (Alok, 2014, p. 268). The value of this article is that it conducts factorial-level interactions between the phenomena under study. The weak side of this article is the presence of implications, which require further study of the topic in order to gain a full understanding of it.

Begley, P. T. (2006). Self‐knowledge, capacity and sensitivity: Prerequisites to authentic leadership by school principals. Journal of Educational Administration, 44(6), 570-589. Web.

The article by Begley is important for this scientific work as it explores such essential aspects of leadership as “self-knowledge, a capacity for moral reasoning, and sensitivity to the orientations of others” (Begley, 2006, p. 570). In particular, the author emphasizes the importance of a professional setting in the formation of these aspects and the implementation of a practice grounded approach. Moreover, the source provides organizational proposals, each of which consider the nature of organizational activity and educational administration in the company. The weak side of this paper may be conducting a survey of school principals and their strategic responses since, in this case, the complete honesty and truthfulness of the answers are not ensured. However, the strength of the research work becomes the provision of sources for the study of the basic concepts of leadership for school principals.

Draina, L.K. (2013). Insights on leadership: Service, stewardship, spirit, and servant-leadership. Journal of Catholic Education, 3(2), 263-265. Web.

This work is a collection of essays on the topic of service, stewardship, spirit, and servant-leadership, which can be used to gain a deeper understanding of the topic under study. It is noted that “it summarizes for readers a practical perspective on how servant-leadership is implemented and the results of “trusting relationships” enjoyed by all employees” (Draina, 2013, p. 263). The weak side can be considered the fact of providing unilateral approaches to leadership; however, this is due to the fact that the authors of each essay presented came from different areas. Despite this, this textbook is valuable for studying and incorporating the knowledge gained into future research to achieve the most effective results.

Emerald Group Publishing Limited. (2014). It matters to me! How authentic leadership generates psychological ownership in organizations. Strategic Direction, 30(8), 9-11. Web.

This article explores the interaction of authentic leadership and psychological ownership and how it affects the productivity of the organization. The advantage of this article is that it explores in detail the concepts of authentic leadership, which are important for this scientific paper. Moreover, the unique characteristic of this article is that it considers potential shortcomings that may be associated with the type of manual being studied. To obtain the necessary data, the source used structural equation modeling (“It matters to me!” 2014). This method made it possible to achieve and acquire the most evidence-based information. The weak side of the scientific paper under study is the small presence of examples of how recommendations regarding an authentic leader are made in practice.

Erkutlu, H., & Chafra, J. (2013). Effects of trust and psychological contract violation on authentic leadership and organizational deviance. Management Research Review, 36(9), 828-848. Web.

In this scientific work, attention is paid to the study of the concepts of authentic leadership and organizational deviance and their relationship. The moderated hierarchical regression became the basis for the study and interpretation of the necessary information within the framework of the scientific work carried out. Thus, this work comes to the conclusion that authentic leadership is in a negative relationship with organizational deviance. The article is important for this scientific paper, as it emphasizes the value of trust and psychological counterattack in the workplace. Henceforth, the authors note that the way employees treat and perceive the leader in the workplace has a greater impact on job satisfaction, turnover intentions and job performance. Moreover, these aspects will contribute to reducing deviant behavior among employees and increase staff productivity. The analysis could not identify significant negative aspects that could be highlighted in this article.

Eva, N., Robin, M., Sendjaya, S., Van Dierendonck, D., & Liden, R. C. (2019). Servant leadership: A systematic review and call for future research. The Leadership Quarterly, 30(1), 111-132. Web.

This source emphasizes the fact that, at the moment, there are too many articles on the subject of servant leadership. This factor causes a lack of coherence and clarity in understanding and further research on this topic. The research work is based on an examination and analysis of 285 articles that have been written over the past twenty years (). The data obtained contributed to an understanding of how servant leadership stands out from other types of leadership and highlighted the theoretical and nomological network with previous works and theirs. Another valuable aspect is the definition of what subsequent work in this area should be aimed at. Despite the exact picture of what servant leadership is at the moment, the disadvantage of the article under study is the analysis of a fairly old literature. This is due to the fact that many sources written twenty years ago do not have relevance, which makes them useless.

Garger, J. (2008). Developing authentic leadership in organizations: some insights and observations. Development and Learning in Organizations: An International Journal, 22(1), 14-16. Web.

The author notes that authentic leadership is a highly relevant topic for study; however, it does not have an exact definition for its understanding. Thus, the article mentions that “to explore the definitions of authentic leadership offered in the literature and discuss their relevance to developing authentic leadership in organizations” (Garger, 2008, para. 14). Thus, the value of this research work is to provide knowledge about the concept of authentic leadership under study. Another strength of this research paper is that it also examines the process of developing authentic leadership. At the same time, the disadvantage of this article is that after collecting a large amount of data, it will turn out to be inappropriate or incorrect.

Huning, T. M., Hurt, K. J., & Frieder, R. E. (2020). The effect of servant leadership, perceived organizational support, job satisfaction and job embeddedness on turnover intentions: An empirical investigation. Emerald Publishing Limited, 8(2), 177-194. Web.

The basis of this article is the study of aspects and the impact of servant leadership on the workplace and staff. Huning et al. (2020) emphasizes that “it is based on the premise that leaders subordinate their own interests and, presumably, those of the organization, for the interests of their followers” (p. 177). Thus, in the framework of this work, the opinion of the staff is of particular importance. To do this, a survey questionnaire was conducted, which showed how the type of leadership under study is reflected in a smaller number of turnovers in the organization. Hence, this source can be used in future work to deepen knowledge about the impact of servant leadership on the outcomes of the company’s activities. The disadvantage of this article is that when using the survey method, the validity and reliability of the data obtained may fall.

Ortiz-Gómez, M., Molina-Sánchez, H., Ariza-Montes, A., & de Los Ríos-Berjillos, A. (2022). Servant leadership and authentic leadership as job resources for achieving workers’ subjective well-being among organizations based on values. Psychology Research and Behavior Management, 15, 2621-2638. Web.

The study highlights the importance of a leader for an organization or company, as it contributes to the improvement of employee subjective well-being. In addition, it emphasizes that “leadership is a fundamental mechanism in guiding efforts to achieve the goals, as it exerts a significant influence on subordinates and is the most significant source of emotions at work” (Ortiz-Gómez et al., 2022, p. 2622). In addition, the authors note the need to comply with the code of ethics, especially for companies that suffer from low patient engagement. The partial least squares technique was chosen to collect information data (Ortiz-Gómez et al., 2022). This approach will ensure a reasonably smooth transition to more innovative technologies. The value of this scientific work is that servant and authentic leadership is directly related. The weak side of this article is that it cannot be fully generalized due to the fact that these were collected from the same locality.

Su, W., Lyu, B., Chen, H., & Zhang, Y. (2020). How does servant leadership influence employees’ service innovative behavior? The roles of intrinsic motivation and identification with the leader. Baltic Journal of Management, 15(4), 571-586. Web.

First of all, the authors of this article raise the question of the demand for the service industry and its impact on the country’s economy. Moreover, servant leadership can become an effective tool for increasing engagement and productivity. A multi-time survey method was used to collect data, which was based on the results of 381 employees (Su et al., 2020). Thereofore, the authors emphasize the unique role of servant leadership in the formation of innovative behavior and the ability to accept and adapt to change. The negative side may be that obtaining information is based on the “representativeness of sample data, which is the convenience of non-probability sampling” (Su et al., 2020, p. 571). Thus, servant leadership is an effective tool for building relationships and working within an organization.

References

Alok, K. (2014). Authentic leadership and psychological ownership: Investigation of interrelations. Leadership & Organization Development Journal, 35(4), 266-285. Web.

Begley, P. T. (2006). Self‐knowledge, capacity and sensitivity: Prerequisites to authentic leadership by school principals. Journal of Educational Administration, 44(6), 570-589. Web.

Draina, L.K. (2013). Insights on leadership: Service, stewardship, spirit, and servant-leadership. Journal of Catholic Education, 3(2), 263-265. Web.

Emerald Group Publishing Limited. (2014). It matters to me! How authentic leadership generates psychological ownership in organizations. Strategic Direction, 30(8), 9-11. Web.

Erkutlu, H., & Chafra, J. (2013). Effects of trust and psychological contract violation on authentic leadership and organizational deviance. Management Research Review, 36(9), 828-848. Web.

Eva, N., Robin, M., Sendjaya, S., Van Dierendonck, D., & Liden, R. C. (2019). Servant leadership: A systematic review and call for future research. The Leadership Quarterly, 30(1), 111-132. Web.

Garger, J. (2008). Developing authentic leadership in organizations: some insights and observations. Development and Learning in Organizations: An International Journal, 22(1), 14-16. Web.

Huning, T. M., Hurt, K. J., & Frieder, R. E. (2020). The effect of servant leadership, perceived organizational support, job satisfaction and job embeddedness on turnover intentions: An empirical investigation. Emerald Publishing Limited, 8(2), 177-194. Web.

Ortiz-Gómez, M., Molina-Sánchez, H., Ariza-Montes, A., & de Los Ríos-Berjillos, A. (2022). Servant leadership and authentic leadership as job resources for achieving workers’ subjective well-being among organizations based on values. Psychology Research and Behavior Management, 15, 2621-2638. Web.

Su, W., Lyu, B., Chen, H., & Zhang, Y. (2020). How does servant leadership influence employees’ service innovative behavior? The roles of intrinsic motivation and identification with the leader. Baltic Journal of Management, 15(4), 571-586. Web.