ASSESSMENT ON DIMENSIONS OF AUTHENTIC LEADERSHIP OF COLLEGE TEACHERS

Authors

  • Rose A. Arceño Faculty and Researcher Palompon Institue of Technology, Palompon, Leyte, Philippines
  • Saiffullah Idris M. Ag Senior Lecturer and Senior Researcher, Tarbiyah Faculty and Teacher Training, Ar-Raniry State Islamic University, Banda Aceh, Indonesia
  • Tanimu Ibrahim Adamu Faculty and Researcher, Bayero University, Kano, Nigeria

DOI:

https://doi.org/10.20319/pijss.2019.51.205216

Keywords:

Authentic Leadership, Balanced Processing, Internalized Moral Perspective, Relational Transparency, Self-Awareness, Ten Roles of Teachers

Abstract

This study described a theory-based measure of authentic leadership using three separate samples obtained from Indonesia, Ar-Raniry State Islamic University; Nigeria, Bayero University; and the Philippines, Palompon Institute of Technology. A multidimensional model of the authentic leadership construct (the Authentic Leadership Questionnaire [ALQ]) comprising leader self-awareness, relational transparency, internalized moral perspective, and balanced processing was used in gathering the data from the identified school samples.  Finally, the results revealed a high level of self-awareness, internalized moral perspective, balanced processing, and relational transparency from the three samples.  This implies that the teacher-respondents as professionals possessed stronger authentic leadership while performing their duties and responsibilities in the classroom.  Conclusively, the pattern of leader behavior displayed promotes both positive psychological capacities and a positive ethical climate, fostering positive self-development.  The classroom teachers are genuine, mission-driven and focused on results, lead with their heart, not just their minds, and focused on the long-term goals.  

References

Belschak, F. D., Den Hartog, D. N. (2011). Pro-self, prosocial, and pro-organizational foci of proactive behavior: differential antecedents and consequences. J. Occup. Organ. Psychol. 83475–498. https://doi.org/10.1080/00223980.2014.985284

Den Hartog, D. N., Belschak F. D. (2012). When does transformational leadership enhance employee proactive behavior? The role of autonomy and role breadth self-efficacy. J. Appl. Psychol. 97 194–202. https://doi.org/10.1037/a0024903

Elder, J. (2008). Twenty-five Brain-Friendly Strategies. [Electronic Version]. Janet Elder Papers. Available: http://readingproof.com/papers.html

Gardner, W. L., Avolio, B. J., Luthans, F., May, D. R., & Walumba, F. O. (2005). Can you see the real me? A self-based model of authentic leader and follower development. The Leadership Quarterly. https://doi.org/10.1016/j.leaqua.2005.03.003

George, B. (2016). The Truth About Authentic Leaders. Research and Ideas. This content was originally posted on Harvard Business School Working Knowledge on 7/6/16.

Harrison, C. and Killion, J. (2007). Ten Roles for Teacher Leaders. Teachers as Leaders, 74-77. 66,1.

Hileman, S. (2006). Motivating Students Using Brain-Based Teaching Strategies. [Electronic Version]. The Agricultural Education Magazine. Available: http://www.allbusines.com/agriculture-forestry-fishing-hunting/1046039-1.html

Hong, Y., Liao, H., Raub, S., Han, J. H. (2016). What it takes to get proactive: an integrative multilevel model of the antecedents of personal initiative. J. Appl. Psychol. 101 687–701. https://doi.org/10.1037/apl0000064

Kernis, M. H. (2003). Toward a conceptualization of optimal self-esteem. Psychological Inquiry, 14, 1 – 26. https://doi.org/10.1207/S15327965PLI1401_01

Lackney, J. (1998). Twelve Design Principles Based on Brain-Based Learning Research. [Electronic Version]. Regional CEFPI Conference Workshop (summary). Available: http://schoolstudio.engr.wisc.edu/brainbased.html

Liu, S. M., Liao, J. Q., Wei, H. (2015). Authentic leadership and whistleblowing: mediating roles of psychological safety and personal identification. J. Bus. Ethics 131 107–119. https://doi.org/10.1007/s10551-014-2271-z

Marzano, R. J. and Waters, T. (2009). District Leadership That Works: Striking the Right Balance.

Miao, C., Humphrey, R. H., Qian, S. (2018). Emotional intelligence and authentic leadership: a meta-analysis. Leadersh. Organ. Dev. J. 39 679–690. https://doi.org/10.1108/LODJ-02-2018-0066

Spitzmuller, M., Ilies, R. (2010). Do they [all] see my true self? Leader’s relational authenticity and followers’ assessments of transformational leadership. Eur. J. Work Organ. Psychol. 19 304–332. https://doi.org/10.1080/13594320902754040

Strauss, K., Griffin, M. A., Rafferty, A. E. (2009). Proactivity directed toward the team and organization: the role of leadership, commitment and role-breadth self-efficacy. Br. J. Manage. 20 279–291. https://doi.org/10.1111/j.1467-8551.2008.00590.x

Stronge, J. (2007). Heritage Professor of the College of William and Mary Williamsburg, Virginia.

Walumbwa, F. O., Avolio, B. J., Garner,W. L., Wernsing, T., Peterson, S. J. Authentic Leadership Questionnaire. Copyright 2007 by the authors.

Wagner, M. (2006). Ten Easy Ways to Help Kids Learn: A Brain-based Learning Strategy That Really Works. [electronic version]. available: http://www.classbrain.com/artteensm/publish/10_brain_based_learning_strategies.shtml

Xu, B. D., Zhao, S. K., Li, C. R.. Lin, C. J. (2017). Authentic leadership and employee creativity: testing the multilevel mediation model. Leadersh. Organ. Dev. J. 38 482–498. https://doi.org/10.1108/LODJ-09-2015-0194

Downloads

Published

2019-03-27

How to Cite

Arceño, R. A., Ag, S. I. M., & Adamu, T. I. (2019). ASSESSMENT ON DIMENSIONS OF AUTHENTIC LEADERSHIP OF COLLEGE TEACHERS. PEOPLE: International Journal of Social Sciences, 5(1), 205–216. https://doi.org/10.20319/pijss.2019.51.205216