Authentic Leadership and High-Performance Human Resource Practices: Implications for Work Engagement

Abstract

Academic and practitioner attention to the constructs of authentic leadership and work engagement and their implications for organizations has grown dramatically over the past decade. Consideration of the implications of these constructs for high-performance human resource practices (HPHRP) is limited, however. In this monograph, we present a conceptual model that integrates authentic leadership/followership theory with theory and research on HPHRP. Then, we apply this model to systematically consider the implications of skill-enhancing, motivation-enhancing, and opportunity-enhancing HR practices in combination with authentic leadership for authentic followership, follower work engagement, and follower performance. We contend that authentic leadership, through various influences processes, promotes HPHRP, and vice versa, to help foster enhanced work engagement. By cultivating greater work engagement, individuals are motivated to bring their best, most authentic selves to the workplace and are more likely to achieve higher levels of both well-being and performance.

Citation

Karam, E.P., Gardner, W.L., Gullifor, D.P., Tribble, L.L. and Li, M. (2017), "Authentic Leadership and High-Performance Human Resource Practices: Implications for Work Engagement", Research in Personnel and Human Resources Management (Research in Personnel and Human Resources Management, Vol. 35), Emerald Publishing Limited, Leeds, pp. 103-153. https://doi.org/10.1108/S0742-730120170000035004