AUTHENTIC LEADERSHIP AND DANGOTE EMPLOYEES PERFORMANCE
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AUTHENTIC LEADERSHIP AND DANGOTE EMPLOYEES PERFORMANCE
Chapter one
1.1 Background of the Study
This study focused on the relationship between authentic leadership and job happiness in people under supervision. The study is significant because research on leadership traits that induce employee job satisfaction is important to industry because it may provide a solution to a variety of industry-related issues, including how to improve retention rates
increase job satisfaction, reduce job stress, absenteeism, and increase productivity and profitability (Sousa-Lima, Michel, & Caetano, 2013; Wang & Hsieh, 2013). Authentic leadership is a management style that motivates employees by soliciting their feedback while modelling ethical behaviour, which may improve workplace culture.
Authenticity is connected with ethical behaviour, transparency, self-awareness, and informed decision-making (Fusco, O’Riordan, & Palmer, 2015; Walumbwa, Wang, Wang, Schaubroeck, and Avolio, 2010).
Although many leadership styles claim ethics as a fundamental quality, authentic leadership is distinguished by its emphasis on self-awareness and transparency (Azanza, Moriano, & Molerob, 2013).
Efficient and successful leadership skills are thought to be based on ethics, personalities, and motivations (Valentine, Hollingworth, & Eidsness, 2014). However, qualities associated with excellent leadership are not limited to leaders; they can also be seen in the personalities of supervised employees (Sharp, Roche, and Cable, 2015; Tonkin, 2013).
Organisational leaders cannot achieve a company’s success on their own. They rely on subordinates to manage their time so that deadlines are met, interact with colleagues, and solve problems. Therefore, it is necessary that they possess leadership qualities to maintain the functionality of their workplace (Azanza et al., 2013).
Hsiung, 2012) Positive social change may arise from a better knowledge of how subordinate employees use leadership traits to manage their actions, interactions, and job quality for the benefit of the workplace culture (Sousa-Lima et al., 2013).
The most influential theory related with this topic is positive psychology, which serves as the foundation for authentic leadership theory. According to this approach, progress was best made by focusing on and developing people’s strengths rather than learning treatments that concentrated on what was wrong with them and their deficiencies (Howard, 2008; Morganson, Litano, and O’Neill, 2014).
The components of authentic leadership are based on positive psychology, in that they include self-awareness, or self-understanding, which serves as a basis for making good judgements and taking well-planned and favourable actions.
Authentic leadership also entails balanced information processing, or the unbiased acquisition and analysis of data (Metcalf, 2014).
1.2 Statement of Problem
Hannah, Walumbwa, and Fry (2011) reported on the impact of authentic leadership on nonmanagerial employees based on a study of military commanders and training teams using the ALQ.
The findings showed that honesty in leaders is favourably associated with authenticity in followers. Hsiung (2012) used 70 Taiwanese real estate teams to study the importance of the authentic leader trait of informed decision-making and employee voice.
Variables used included perceived fairness, authentic leadership, leader-member exchange (LMX), and employee voice. Worker voice was assessed using a modified version of the LePine and Van Dyne scale, while authentic leadership was measured using the Authentic Leadership Questionnaire.
Leadership (Hsiung, 2012). A positive relationship was discovered between authentic leadership and employee job happiness, as evidenced by the degree of voice.
Valsania, Moriano León, Alonso, and Cantisano (2012) reported on job satisfaction levels in the workplace and the impact of authenticity on nonmanagerial employees. The study included 227 Spanish workers from various organisations, divided into 40 teams.
Team members completed both the ALQ and the Lee and Allen scale for organisational citizenship, which assessed authentic leadership and organisational citizenship behaviours (OCB).
The findings indicated that authentic leadership attributes like as openness and high ethical standards had a favourable impact on employees’ organisational satisfaction and commitment levels.
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