Comparing The Effects Of Transformational And Authentic Leadershipfrom The Perspective Of Trust
although theories have increased our understanding of effective leadership, they do not explicitly deal with the role of ethics and trust. Authentic leadership is proposed to complete the picture of leadership theories. The primary quality produced by authentic leadership is trust. However, there has been little empirical research on authentic leadership, since most previous studies related to contemporary leadership focused on the issues of charismatic and transformational leadership or the comparison of transformational and transactional leadership effect. The current study intends to integrate transformational and authentic leadership into the research framework to explore how they influence employee’s affective commitment and job performance through the mechanism of three kinds of trust (cognitive trust in manager, affective trust in manager, and perceived being trusted). It also aims to compare the different effect of transformational and authentic leadership, other than to examine the relationships among focal constructs. A self-reported survey was conducted. Employees of an organization were asked to rate the leader’s behavior, his or her trust in leader, one’s perception of being trusted, affective commitment to their organization and his or her own job performance. In addition, leaders were also asked to rate their own behaviors to recheck leadership evaluation by their subordinates. The measurement scales are referred to previous works which have been validated, and be modified according to our research context. 155 valid questionnaires in total were used to analysis. Descriptive statistics, reliability analysis and validity analysis, CFA, and regression analysis were conducted to test the research hypothesis. The result of this study shows that (1) both transformational leadership and authentic leadership have positive and significant effect on cognitive trust and affective trust (2) transformational leadership have positive and significant effect on subordinate’s perception of being trusted but authentic leadership does not (3) cognitive trust and affective trust have positive and significant effect on affective commitment but subordinate’s perception of being trusted does not (4) affective commitment has positive and significant effect on job performance. The findings of this research confirm the effect of leadership style on employee’s trust, affective commitment and job performance, and to clarify the mechanism of trust. The managerial implications of the findings will also be provided.
Keywords- Authentic Leadership, Transformational Leadership, Trust, Affective Commitment, Job Performance
Acknowledgement:- This Research Is Supported By Project 6102n0109 Of Tatung University, Taipei, Taiwan