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Journals / Beykoz Akademi Dergisi / 2020 / Cilt: 8 - Sayı: 2

AUTHENTIC LEADERSHIP, LEADER ANGER AND FOLLOWER JOB OUTCOMES: A COMPARISON OF ANGRY VS. NON-ANGRY LEADERS

OTANTİK LİDERLİK, LİDER ÖFKESİ VE TAKİPÇİ İŞ SONUÇLARI: ÖFKELİ VE ÖFKELİ OLMAYAN LİDERLERİN BİR KARŞILAŞTIRMASI

Nevra BAKER
Pages
106–126
Publication Date
2020-12-31
DOI
—
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AI Summary & Key Takeaways

AI Insight
⚡ TL;DR(Too Long; Didn't Read)

Furthermore, both authentic and inauthentic leaders who displayed anger aroused lower levels of affective organizational commitment and trust in leader by their followers as compared to their counterparts who did not; and only authentic leaders who displayed anger aroused lower levels of job satisfaction as compared to their non-angry counterparts.

📌 3 Key Takeaways

🎯
Objective & Hypothesis:This study investigates the effects of authentic leadership and leader anger on follower job outcomes of affective organizational commitment, trust in leader, and job satisfaction.
📊
Key Findings & Data:In order to test the hypotheses of the study, an experiment and a survey were conducted, respectively.
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Conclusion & Impact:Furthermore, both authentic and inauthentic leaders who displayed anger aroused lower levels of affective organizational commitment and trust in leader by their followers as compared to their counterparts who did not; and only authentic leaders who displayed anger aroused lower levels of job satisfaction as compared to their non-angry counterparts.
🔬Design:Survey & Empirical Study
📍Scope:Comprehensive Sample
⚙️Variables:Authentic Leadership · Leader Anger · Affective Organizational Commitment

Abstract

This study investigates the effects of authentic leadership and leader anger on follower job outcomes of affective organizational commitment, trust in leader, and job satisfaction. In order to test the hypotheses of the study, an experiment and a survey were conducted, respectively. In the experiment, four different fictive leader types were constructed, and respondents were asked to answer questions about these leaders with the assumption that they worked with these fictional leaders. The findings of this study reveal that authentic leaders aroused higher levels of affective organizational commitment, trust in leader, and job satisfaction by their followers as compared to inauthentic leaders. Furthermore, both authentic and inauthentic leaders who displayed anger aroused lower levels of affective organizational commitment and trust in leader by their followers as compared to their counterparts who did not; and only authentic leaders who displayed anger aroused lower levels of job satisfaction as compared to their non-angry counterparts.

Özet

This study investigates the effects of authentic leadership and leader anger on follower job outcomes of affective organizational commitment, trust in leader, and job satisfaction. In order to test the hypotheses of the study, an experiment and a survey were conducted, respectively. In the experiment, four different fictive leader types were constructed, and respondents were asked to answer questions about these leaders with the assumption that they worked with these fictional leaders. The findings of this study reveal that authentic leaders aroused higher levels of affective organizational commitment, trust in leader, and job satisfaction by their followers as compared to inauthentic leaders. Furthermore, both authentic and inauthentic leaders who displayed anger aroused lower levels of affective organizational commitment and trust in leader by their followers as compared to their counterparts who did not; and only authentic leaders who displayed anger aroused lower levels of job satisfaction as compared to their non-angry counterparts.

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Cite This Article

BAKER, N. (2020). AUTHENTIC LEADERSHIP, LEADER ANGER AND FOLLOWER JOB OUTCOMES: A COMPARISON OF ANGRY VS. NON-ANGRY LEADERS. Beykoz Akademi Dergisi, Cilt: 8 - Sayı: 2, 106–126. https://ajindex.com/articles/103490

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