Authentic leadership and follower trust in the leader: The effect of precariousness

Orientation: In a business context characterised by precariousness and uncertainty, the importance of trusting leader-follower relationships is becoming critical to navigate imminent challenges preventing organisational sustainability and progress. The potential negative impact of related challenges...

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Autores principales:	Deon J. Kleynhans, Marita M. Heyns, Marius W. Stander
Formato:	article
Lenguaje:	EN
Publicado:	AOSIS 2021
Materias:	authentic leadership trust job insecurity precariousness organisational sustainability mediation moderation Industrial psychology HF5548.7-5548.85
Acceso en línea:	https://doaj.org/article/284ddcec340e4c04bd75690d53b9ecd9
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spelling	oai:doaj.org-article:284ddcec340e4c04bd75690d53b9ecd92021-11-24T07:48:38ZAuthentic leadership and follower trust in the leader: The effect of precariousness0258-52002071-076310.4102/sajip.v47i0.1904https://doaj.org/article/284ddcec340e4c04bd75690d53b9ecd92021-10-01T00:00:00Zhttps://sajip.co.za/index.php/sajip/article/view/1904https://doaj.org/toc/0258-5200https://doaj.org/toc/2071-0763Orientation: In a business context characterised by precariousness and uncertainty, the importance of trusting leader-follower relationships is becoming critical to navigate imminent challenges preventing organisational sustainability and progress. The potential negative impact of related challenges could be reduced by encouraging leaders to adopt an authentic leadership style, culminating in various positive employee and organisational outcomes. Research purpose: This study investigated the impact of authentic leadership (AL) on follower trust in the leader (TL), while considering the possible indirect influence of perceived precariousness in the form of job insecurity. Motivation for the study: Establishing a high level of trust among the followers and their leaders employed by a manufacturing organisation under operational and financial pressure might contribute to a more effective functioning of the entity. Research approach/design and method: A quantitative cross-sectional survey design was applied. The Authentic Leadership Inventory, Workplace Trust Survey, and Job Insecurity Scale were administered. Main findings: Authentic leadership was a significant predictor of TL. Job insecurity did not moderate the relationship between AL and TL. Practical/managerial implications: Promoting an AL style will benefit manufacturing organisations as it will elevate the trustful relationship between leaders and followers, despite precarious working conditions. Contribution/value-add: The study emphasises AL’s critical role in cultivating a trustful relationship between followers and their leaders. The non-significant influence of job insecurity on a trustful relationship in a precarious work context was also highlighted.Deon J. KleynhansMarita M. HeynsMarius W. StanderAOSISarticleauthentic leadershiptrustjob insecurityprecariousnessorganisational sustainabilitymediationmoderationIndustrial psychologyHF5548.7-5548.85ENSA Journal of Industrial Psychology, Vol 47, Iss 0, Pp e1-e10 (2021)
institution	DOAJ
collection	DOAJ
language	EN
topic	authentic leadership trust job insecurity precariousness organisational sustainability mediation moderation Industrial psychology HF5548.7-5548.85
spellingShingle	authentic leadership trust job insecurity precariousness organisational sustainability mediation moderation Industrial psychology HF5548.7-5548.85 Deon J. Kleynhans Marita M. Heyns Marius W. Stander Authentic leadership and follower trust in the leader: The effect of precariousness
description	Orientation: In a business context characterised by precariousness and uncertainty, the importance of trusting leader-follower relationships is becoming critical to navigate imminent challenges preventing organisational sustainability and progress. The potential negative impact of related challenges could be reduced by encouraging leaders to adopt an authentic leadership style, culminating in various positive employee and organisational outcomes. Research purpose: This study investigated the impact of authentic leadership (AL) on follower trust in the leader (TL), while considering the possible indirect influence of perceived precariousness in the form of job insecurity. Motivation for the study: Establishing a high level of trust among the followers and their leaders employed by a manufacturing organisation under operational and financial pressure might contribute to a more effective functioning of the entity. Research approach/design and method: A quantitative cross-sectional survey design was applied. The Authentic Leadership Inventory, Workplace Trust Survey, and Job Insecurity Scale were administered. Main findings: Authentic leadership was a significant predictor of TL. Job insecurity did not moderate the relationship between AL and TL. Practical/managerial implications: Promoting an AL style will benefit manufacturing organisations as it will elevate the trustful relationship between leaders and followers, despite precarious working conditions. Contribution/value-add: The study emphasises AL’s critical role in cultivating a trustful relationship between followers and their leaders. The non-significant influence of job insecurity on a trustful relationship in a precarious work context was also highlighted.
format	article
author	Deon J. Kleynhans Marita M. Heyns Marius W. Stander
author_facet	Deon J. Kleynhans Marita M. Heyns Marius W. Stander
author_sort	Deon J. Kleynhans
title	Authentic leadership and follower trust in the leader: The effect of precariousness
title_short	Authentic leadership and follower trust in the leader: The effect of precariousness
title_full	Authentic leadership and follower trust in the leader: The effect of precariousness
title_fullStr	Authentic leadership and follower trust in the leader: The effect of precariousness
title_full_unstemmed	Authentic leadership and follower trust in the leader: The effect of precariousness
title_sort	authentic leadership and follower trust in the leader: the effect of precariousness
publisher	AOSIS
publishDate	2021
url	https://doaj.org/article/284ddcec340e4c04bd75690d53b9ecd9
work_keys_str_mv	AT deonjkleynhans authenticleadershipandfollowertrustintheleadertheeffectofprecariousness AT maritamheyns authenticleadershipandfollowertrustintheleadertheeffectofprecariousness AT mariuswstander authenticleadershipandfollowertrustintheleadertheeffectofprecariousness
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Authentic leadership and follower trust in the leader: The effect of precariousness

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