Role of Authentic Leadership and Authentic Followership to Self Efficacy, Work Engagement and Organizational Commitment Among Nurses
Rationale of the Study: Authentic leadership and authentic followership are a growing interest of study in leadership in nursing practice. . Hence this study was a response to that interest as it aimed to examine the extent of relationship between authentic leadership and authentic followership and their effect to self-efficacy, work engagement and organizational commitment of nurses. It seeks to address the gap in the extant authentic leadership literatures that arises from a failure to consider the follower’s influence in the assumed positive outcomes of authentic leadership.
This study was conducted to establish the relationship between authentic leadership and authentic followership, and examine their role towards self-efficacy, work engagement, and organizational commitment among nurses.
Specifically, the study sought answers to the following research questions:
1. To what extent do nurse leaders perceive their authentic leadership in terms of self-awareness, internalized moral perspective, balanced processing and relational transparency?
2. What is the extent of nurse leader’s authentic behaviour as perceived by their followers?
3. What is the extent of the relationship between nurse leaders’ authentic leadership and nurses’ authentic followership?
4. Do the core components of authentic leadership contribute to follower’s self –efficacy, work engagement, and organizational commitment?
5. Do the core components of authentic followership contribute to leaders’ self –efficacy, work engagement, and organizational commitment?
The study utilized a descriptive correlational research design.. The 106 nurse leaders and 397 nurse followers were consecutively sampled from different institutions in Tarlac. Participants were asked to accomplish the questionnaires on Authentic Leadership, Self-Report Authenticity Inventory, Work Self-Efficacy Scale, Utrecht Work Engagement Scale-9, and Organizational Commitment. Data were analyzed using descriptive statistics, Pearson’s r, Multiple Regression Analysis using Statistical Program for Social Sciences (SPSS version 20) and Partial Least Square Structural Equation Modelling.
Analysis of the data using Pearson r correlation with an alpha level of .05, revealed that mostly of the components of authentic leadership and authentic followership were significantly correlated and are both significant predictors to self-efficacy, work engagement, and organizational commitment of nurses. The results of Structural Equation Modelling indicates that three core components of authentic leadership found to have significant relationship with follower’s self-efficacy: leader’s self- awareness, leader’s balanced processing, and leader’s relational transparency. All the core components of authentic followership were found to have significant contribution on leader’s organizational commitment. Path analysis through SEM, showed that leader’s self-awareness (LSA), leader’s balance processing (LBP), and leader’s relational transparency (LRT) are the three components which has direct contribution to nurse follower’s self- efficacy, work engagement, and organizational commitment, and on the other hand, all the core components of authentic followership has a direct contribution to nurse leader’s self- efficacy, work engagement and organizational commitment Extent of authenticity in the behavior of the nurse leaders was high in relational transparency and low at internalized moral perspectives.
The findings supported the hypothesized model of authentic leadership and followership as predictors to self-efficacy, work engagement and organizational commitment through the use of Partial Least Equation Modelling.
Promotion of authentic leadership is highly suggested based on the proven significant relationship between authentic leadership and authentic followership, and its significant effect towards self-efficacy, work engagement and organizational commitment. The statistically supported model may serve as a working model for leadership and staff development initiatives.
Keywords - Authentic Leadership, Authentic Followership, Self-Efficacy, Work Engagement,