Is authentic leadership always good for employers? A perspective of time management

Frontiers in Psychology

article

Chih-Jen Lee¹  Stanley Y. B. Huang¹  Tai-Wei Chang²  Shih-Chin Lee³ 

[1] Master Program of Financial Technology, Ming Chuan University;Graduate School of Resources Management and Decision Science, National Defense University;Department of Finance, Chihlee University of Technology

关键词: Organizational inclusion;    organizational embeddedness;    Social Capital Activities;    Time Management;    Authentic leadership;   

DOI  :  10.3389/fpsyg.2022.892909

学科分类：社会科学、人文和艺术（综合）

来源: Frontiers

【 摘 要 】

Authentic leadership refers to leaders who use self-awareness, relationship transparency, internalized ethics, and balanced handling to guide employees (Walumbwa et al., 2008; Wen et al., 2021; Huang et al., 2022). However, an overly authentic environment can lead employees to optimize their limited resources to decide which activities to invest in because they don't have to worry about negative outcomes in a sincere environment, which past surveys have overlooked. In fact, past surveys have almost adopted a positive lens to investigate the impact of authentic leadership on positive employee behavior (Cao et al., 2020; Marques-Quinteiro et al., 2021) and the softening effect on negative employee behavior (Jang and Kim, 2021; Monzani et al., 2021), but these surveys have ignored the possible negative outcomes of authentic leadership. In response to these literature streams, the current research proposes a new stream that authentic leadership will reduce employees' investment in social capital activities through the mediating role of organizational embeddedness, and that relationship is moderated by organizational inclusion. In fact, from a time management perspective (Claessens et al., 2007), employees do deep calculations to reduce their investment in work because the likelihood of being fired in an authentic, ethical, and inclusive environment is low. That is, employees with high organizational embeddedness mean that these employees have high job security and low job mobility (Mitchell et al., 2001), and these employees no longer need to invest excessive resources to maintain their jobs, which may reduce investment in social capital activities. Social capital activities refer to those employees investing resources to develop relationships with external experts and internal colleagues to achieve career success (Coleman, 1990; Xie et al., 2021; Yu et al., 2021). Also, in an organization's highly inclusive environment, employees don't worry about negative outcomes because the organization tolerates employee behaviors. Organizational inclusion means senior leadership's commitment to promoting inclusion, employees' ability to influence organizational decisions, and fair/equitable treatment by management (Sabharwal, 2014).

【 授权许可】

CC BY