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Authentic leadership journey: an empirical discussion from Pakistani higher education employing the lay theory of psychology

Ansar Abbas (Department of Management, Faculty of Economic and Business, Airlangga University, Surabaya, Indonesia)
Dian Ekowati (Faculty of Economic and Business, Airlangga University, Surabaya, Indonesia)
Aisha Anwar (Department of Statistics, Waqar Un Nisa Noon University, Rawalpindi, Pakistan)

International Journal of Public Leadership

ISSN: 2056-4929

Article publication date: 10 February 2023

Issue publication date: 9 March 2023

263

Abstract

Purpose

From a lay theory standpoint, the authentic leadership journey has not been perceived together. Both theories are evaluated to determine what may be developed to reflect an authentic leadership journey on an individual's belief of commitment and performance in an organization by evaluating both theories.

Design/methodology/approach

Using simple random sampling, this research used a self-administered questionnaire prepared and distributed to higher education professionals in Islamabad. SPSS (Statistical Package for Social Sciences) was used to compute the data and SmartPLS (partial least squares (PLS)) was used to determine the path analysis.

Findings

A human being's need for authenticity is real, but the perspective is more toward better performance. Authenticity does not mean a person can help businesses achieve every goal. Persons may choose what is essential to them, indicating the inner self-awareness of authentic individuals and allowing members to focus on what matters.

Originality/value

This study shed light on a new phenomenon that can help us better comprehend what means to be an authentic leader.

Keywords

Acknowledgements

The authors declare that informed consent was obtained from respondents of this study.

Citation

Abbas, A., Ekowati, D. and Anwar, A. (2023), "Authentic leadership journey: an empirical discussion from Pakistani higher education employing the lay theory of psychology", International Journal of Public Leadership, Vol. 19 No. 1, pp. 1-13. https://doi.org/10.1108/IJPL-04-2022-0020

Publisher

:

Emerald Publishing Limited

Copyright © 2022, Emerald Publishing Limited

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