Authentic leadership: women leaders in Serbia
Authentic leaders are people who are aware of themselves and own capabilities, who respect other people's opinions, perspectives and attitudes (about business and them as leaders), who are guided by high moral principles and practice transparency in business and communication with other employees. The aim of this research is to show are the women leaders in Serbia belong to the authentic type of leader and which of the characteristics of the authentic leader is the most common among them. In the research 113 women leaders from various activities from the territory of the Republic of Serbia participated. Of the total number of respondents, 31 results show an authentic leadership style, while only 3 results show a strong authentic style. Self-awareness is a dimension that stands out in relation to the other three and characterizes the largest number of women leaders. Further analysis showed that the greatest leadership potential in terms of authentic leadership has women who deal with services, have between 36-45 years and 10-15 years of work experience in the business in which they are engaged and have Bachelor’s degree. The society in Serbia is such that it prefers male leaders, the goal of this research is to show that women are excellent leaders based on their characteristics and to have the predisposition to become great authentic leaders.
Algera, P. M., & Lips-Wiersma, M. (2012). Radical authentic leadership: Co-creating the conditions under which all members of the organization can be authentic. The Leadership Qquarterly, 23(1), 118-131. https://doi.org/10.1016/j.leaqua.2011.11.010
Alilyyani, B., Wong, C. A., & Cummings, G. (2018). Antecedents, mediators, and outcomes of authentic leadership in healthcare: A systematic review. International Journal of Nursing Studies, 83, 34-64. https://doi.org/10.1016/j.ijnurstu.2018.04.001
Avolio, B. J. (2011). Full range leadership development. Sage Publications.
Avolio, B. J., & Gardner, W. L. (2005). Authentic leadership development: Getting to the root of positive forms of leadership. The Leadership Quarterly, 16(3), 315-338. https://doi.org/10.1016/j.leaqua.2005.03.001
Berkovich, I., & Gueta, B. (2020). Teachers’ authentic leadership and psychological need satisfaction climate in second chance programmes: The moderating role of teachers’ gender. Educational Management Administration & Leadership, 1741143220957340. https://doi.org/10.1177%2F1741143220957340
Bligh, M. C., & Kohles, J. C. (2008). Negotiating gender role expectations: Rhetorical leadership and women in the US Senate. Leadership, 4(4), 381-402. https://doi.org/10.1177%2F1742715008095187
Brown, B. (2018). Dare to Lead: Brave Work. Tough Conversations. Whole Hearts. Random House.
Dramićanin, S. (2019). The impact of authentic leadership on the commitment of employees in travel agencies in the Republic of Serbia. BizInfo (Blace) Journal of Economics, Management and Informatics, 10(1), 29-41. https://doi.org/10.5937/bizinfo1901029D
Evelyn, J. (2015(. Best Practice Series: Women in Leadership. Korn Ferry Institute.
Gardiner, R. (2016). Gender, authenticity and leadership: Thinking with Arendt. Leadership, 12(5), 632-637. https://doi.org/10.1177%2F1742715015583623
Gardner, W. L., Cogliser, C. C., Davis, K. M., & Dickens, M. P. (2011). Authentic leadership: A review of the literature and research agenda. The Leadership Quarterly, 22(6), 1120-1145. https://doi.org/10.1016/j.leaqua.2011.09.007
Gardner, W. L., Avolio, B. J., Luthans, F., May, D. R., & Walumbwa, F. (2005). “Can you see the real me?” A self-based model of authentic leader and follower development. The Leadership Quarterly, 16(3), 343-372. https://doi.org/10.1016/j.leaqua.2005.03.003
George, B. (2003). Authentic leadership: Rediscovering the secrets to creating lasting value. John Wiley & Sons.
Giallonardo, L. M., Wong, C. A., & Iwasiw, C. L. (2010). Authentic leadership of preceptors: predictor of new graduate nurses' work engagement and job satisfaction. Journal of Nursing Management, 18(8), 993-1003. https://doi.org/10.1111/j.1365-2834.2010.01126.x
Gipson, A. N., Pfaff, D. L., Mendelsohn, D. B., Catenacci, L. T., & Burke, W. W. (2017). Women and leadership: Selection, development, leadership style, and performance. The Journal of Applied Behavioral Science, 53(1), 32-65. https://doi.org/10.1177%2F0021886316687247
Halim, N. A. A., & Razak, N. A. (2014). Communication strategies of women leaders in entrepreneurship. Procedia-Social and Behavioral Sciences, 118, 21-28. https://doi.org/10.1016/j.sbspro.2014.02.003
Hannah, S. T., Walumbwa, F. O., & Fry, L. W. (2011). Leadership in action teams: Team leader and members’ authenticity, authenticity strength, and team outcomes. Personnel Psychology, 64(3), 771-802. https://doi.org/10.1111/j.1744-6570.2011.01225.x
Heilman, M. E. (2012). Gender stereotypes and workplace bias. Research in organizational Behavior, 32, 113-135. https://doi.org/10.1016/j.riob.2012.11.003
Hopkins, M. M., & O’Neil, D. A. (2015). Authentic leadership: Application to women leaders. Frontiers in Psychology, 6, 959. https://doi.org/10.3389/fpsyg.2015.00959
Ibarra, H. (2015). The authenticity paradox. Harvard Business Review, 93(1/2), 53-59.
Ilies, R., Morgeson, F. P., & Nahrgang, J. D. (2005). Authentic leadership and eudaemonic well-being: Understanding leader–follower outcomes. The Leadership Quarterly, 16(3), 373-394. https://doi.org/10.1016/j.leaqua.2005.03.002
Iqbal, S., Farid, T., Khan, M. K., Zhang, Q., Khattak, A., & Ma, J. (2020). Bridging the Gap between Authentic Leadership and Employees Communal Relationships through Trust. International Journal of Environmental Research and Public Health, 17(1), 250. https://doi.org/10.3390/ijerph17010250
Irvane, D., & Reger, J. (2006). The Authentic Leader: It's About Presence, Not Position. Midpoint Trade Books.
Klenke, K. (Ed.). (2017). Women in leadership: Contextual dynamics and boundaries. Emerald Group Publishing.
Leroy, H., Anseel, F., Gardner, W. L., & Sels, L. (2015). Authentic leadership, authentic followership, basic need satisfaction, and work role performance: A cross-level study. Journal of Management, 41(6), 1677-1697. https://doi.org/10.1177%2F0149206312457822
Liu, H., Cutcher, L., & Grant, D. (2015). Doing authenticity: The gendered construction of authentic leadership. Gender, Work & Organization, 22(3), 237-255. https://doi.org/10.1111/gwao.12073
Luthans, F., & Avolio, B., (2003). Authentic leadership: a positive development approach. In Cameron, K. S., Dutton, J. E., Quinn, R. E. (Eds.). Positive Organizational Scholarship (pp. 241-258) .Berrett-Koehler.
Neider, L. L., & Schriesheim, C. A. (2011). The authentic leadership inventory (ALI): Development and empirical tests. The Leadership Quarterly, 22(6), 1146-1164. https://doi.org/10.1016/j.leaqua.2011.09.008
Northouse, P. G. (2018). Leadership: Theory and practice. Sage publications.
Qiu, S., Alizadeh, A., Dooley, L. M., & Zhang, R. (2019). The effects of authentic leadership on trust in leaders, organizational citizenship behavior, and service quality in the Chinese hospitality industry. Journal of Hospitality and Tourism Management, 40, 77-87. https://doi.org/10.1016/j.jhtm.2019.06.004
Randolph-Seng, B., & Gardner, W. L. (2013). Validating measures of leader authenticity: Relationships between implicit/explicit self-esteem, situational cues, and leader authenticity. Journal of Leadership & Organizational Studies, 20(2), 214-231. https://doi.org/10.1016/j.jhtm.2019.06.004
Shen, H., & Kim, J. N. (2012). The authentic enterprise: Another buzz word, or a true driver of quality relationships?. Journal of Public Relations Research, 24(4), 371-389. https://doi.org/10.1080/1062726X.2012.690255
Silva, A. (2014). What do we really know about leadership?. Journal of Business Studies Quarterly,5(4), 1-4.
Steffens, N. K., Mols, F., Haslam, S. A., & Okimoto, T. G. (2016). True to what we stand for: Championing collective interests as a path to authentic leadership. The Leadership Quarterly, 27(5), 726-744. https://doi.org/10.1016/j.leaqua.2016.04.004
Udani, Z. A. S., & Lorenzo-Molo, C. F. (2013). When servant becomes leader: The Corazon C. Aquino success story as a beacon for business leaders. Journal of Business Ethics, 116(2), 373-391. https://doi.org/10.1007/s10551-012-1449-5
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. https://doi.org/10.1177%2F0149206307308913
Walumbwa, F. O., Wang, P., Wang, H., Schaubroeck, J., & Avolio, B. J. (2010). Psychological processes linking authentic leadership to follower behaviors. The Leadership Quarterly, 21(5), 901-914.
Zander, L. (2013). Viewpoint: An authentic jerk. Authentic leadership can be bad leadership. In Ladkin, D., Spiller, C. (Eds.), Authentic leadership: Clashes, convergences and coalescences (pp.279-281). Cheltenham: Edward Elgar.
Copyright (c) 2020 BizInfo (Blace) Journal of Economics, Management and Informatics
This work is licensed under a Creative Commons Attribution-NonCommercial 4.0 International License.