1Doctor’s Course, Department of Business Administration, Kyungpook National University, 80 Daehakro, Bukgu, Daegu, South Korea
2Professor, Department of Business Administration, Kyungpook National University, 80 Daehakro, Bukgu, Daegu, South Korea
*Corresponding author: Joung-Hae Seo Professor, Department of Business Administration, Kyungpook National University, South of Korea Email: issack38317@naver.com
Online published on 21 September, 2018.
This study analyzed the structural relationships between authentic leadership and job stress, self-efficacy and organizational effectiveness, with intent to explore some measures to improve the organizational effectiveness.
The proposed research model was verified with Smart PLS 2.0. The questionnaire survey lasted for 30 days from September 1 to 30, 2016. 257 copies out of 300 were analyzed excluding those with incomplete responses.
The authentic leadership had significant effects on the self-efficacy, organizational commitment, and job satisfaction. The authentic leadership did not have significant effects on the job stress and organizational citizenship behavior. Also, the job stress did not exert significant effects on the self-efficacy. The job stress and self-efficacy had significant effects on the organizational commitment, job satisfaction, and organizational citizenship behavior. The job satisfaction had significant effects on the organizational citizenship behavior. The present study empirically proved that the authentic leadership was not focused on leaders’ morality only and that it had positive effects on the organizational effectiveness.
The present findings will serve as a guideline for corporate leaders as trustworthy and authentic humans to develop strong empathetic leadership skills.
Authentic leadership, Leadership, Job Stress, Self-Efficacy, Organization Effectiveness, PLS
