What Is The Relationship Between Authentic And Leader

1 What Is The Relationship Between Authentic Leadership Leader Membe

What is the relationship between authentic leadership, Leader-Member Exchange (LMX), and employees’ Psychological Capital (PsyCap)? Critically review the literature that explains how to build the Psychological Capital of some different types of employees (such as professionals versus administrative employees, emotional labour, blue-collar versus white-collar employees, different generational cohorts, and/or different ethnicities). Why do emotions (of leaders, managers, employees) significantly impact employees’ performance?

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Authentic leadership, Leader-Member Exchange (LMX), and employees’ Psychological Capital (PsyCap) are interconnected constructs that significantly influence organizational behavior and individual employee performance. Understanding their relationships requires an exploration of each construct and how they interact within diverse workplace contexts, considering variations among employee types, demographic factors, and emotional dynamics.

Authentic leadership is characterized by self-awareness, relational transparency, balanced processing, and an internalized moral perspective (Walumbwa et al., 2008). This leadership style fosters trust, engagement, and positive psychological states among followers. Research indicates that authentic leaders promote a supportive environment that enhances employees’ PsyCap, which encompasses hope, self-efficacy, resilience, and optimism (Luthans et al., 2007). The relational transparency exhibited by authentic leaders encourages employees to develop these positive psychological resources, which are crucial for adaptation, performance, and well-being.

Leader-Member Exchange theory centers on the quality of dyadic relationships between leaders and followers. High-quality LMX relationships, characterized by trust, mutual respect, and obligation, positively influence employees’ PsyCap by providing social resources, support, and encouragement (Gerstner & Day, 1997). Authentic leadership facilitates high-quality LMX relationships; authentic leaders tend to foster trust and open communication, thereby strengthening the leader-member bond and boosting employees’ psychological resources (Walumbwa et al., 2010). As a result, employees in high LMX dyads are more likely to exhibit higher levels of hope, efficacy, resilience, and optimism.

Building Psychological Capital varies across employee groups due to contextual factors such as professional versus administrative roles, emotional labor, industry type, and demographics. For professionals and white-collar employees, PsyCap development often emphasizes empowerment, training, and reflective practices that foster self-efficacy and hope (Luthans & Youssef-Morgan, 2017). In contrast, blue-collar and administrative workers may require interventions focused on resilience and emotional regulation, especially when engaging in emotionally demanding tasks (Huang et al., 2018). Emotional labor, prevalent in service roles, can deplete PsyCap if not managed properly, but interventions like emotional intelligence training can mitigate these effects (Grandey et al., 2007).

Demographic factors such as generational cohorts and ethnicity influence how PsyCap is developed and leveraged. For example, younger generations may value transformational leadership that emphasizes growth and purpose, thus responding better to authentic leadership practices (Ng & Burke, 2005). Ethnic minorities may face additional barriers and require culturally sensitive approaches to PsyCap enhancement, including mentoring and inclusive leadership styles (Ng & Sorensen, 2008). Tailoring interventions according to employee profiles ensures more effective psychological resource development.

Emotions impact employees’ performance profoundly because they influence motivation, decision-making, cognitive processing, and interpersonal interactions. Positive emotions, fostered through authentic leadership and supportive environments, enhance creativity, engagement, and resilience, leading to superior performance (Fredrickson, 2001). Conversely, negative emotions such as frustration, fear, or distrust can impair cognition, hinder collaboration, and reduce productivity (Lazarus, 1991). Leaders' emotional intelligence and authenticity help manage emotional climates, resulting in better stress management, adaptation, and work outcomes.

In conclusion, authentic leadership and high-quality LMX are vital for cultivating employees’ PsyCap, especially when tailored to diverse employee groups. Emotional dynamics serve as a critical mediating factor that influences performance outcomes. Organizations that leverage authentic leadership behaviors, foster strong leader-employee relationships, and prioritize emotional well-being are better positioned to enhance employee performance, engagement, and organizational effectiveness in a heterogeneous workforce.

References

  • Fredrickson, B. L. (2001). The role of positive emotions in positive psychology: The broaden-and-build theory of positive emotions. American Psychologist, 56(3), 218–226.
  • Gerstner, C. R., & Day, D. V. (1997). Meta-analytic review of leader–member exchange theory: Correlates and construct issues. Journal of Applied Psychology, 82(6), 827–844.
  • Grandey, A. A., Mancuso, R. A., & Krannitz, M. (2007). Emotional labor and emotional display rules: The role of emotion regulation strategies. Academy of Management Journal, 50(5), 964–995.
  • Huang, G. H., Wellman, N., Ashford, S. J., Lee, C., & Wang, L. (2018). Deviance complaints and organizational citizenship behavior: A multilevel study of emotional labor. Journal of Applied Psychology, 103(2), 145–158.
  • Lazarus, R. S. (1991). Progress on a cognitive-motivational-structural theory of emotion. American Psychologist, 46(8), 819–834.
  • Luthans, F., Avolio, B. J., Avey, J. B., & Norman, S. M. (2007). Psychological capital: Developing the human competitive edge. Oxford University Press.
  • Luthans, F., & Youssef-Morgan, C. M. (2017). Psychological Capital and Work Engagement. Journal of Organizational Behavior, 38(7), 938–956.
  • Ng, E. S., & Burke, R. J. (2005). Person–organization fit and the war for talent: does diversity management make a difference? International Journal of Human Resource Management, 16(7), 1195–1210.
  • Ng, E. S., & Sorensen, K. L. (2008). Toward a including negotiation of the diversity–performance relationship. Journal of Organizational Behavior, 29(6), 759–776.
  • Walumbwa, F. O., Avolio, B. J., Gardner, W. L., Wernsing, T. S., & Peterson, S. J. (2008). Authentic leadership: Development and validation of a theory-based measure. Journal of Management, 34(1), 89–126.

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