2015 HAWAII UNIVERSITY INTERNATIONAL CONFERENCES ARTS, HUMANITIES, SOCIAL SCIENCES & EDUCATION JANUARY 03 - 06, 2015 ALA MOANA HOTEL, HONOLULU, HAWAII A E A L N XPLORATION OF UTHENTIC EADERSHIP O P F FROM PPOSITIONAL ERSPECTIVES: AITH N -F B VERSUS ON AITH ASED WARD, VERONICA VINAY, KANETKAR UNIVERSITY OF GUELPH MARKETING & CONSUMER STUDIES DEPARTMENT Ms. Veronica Ward Dr. Vinay Kanetkar Marketing & Consumer Studies Department University of Guelph An Exploration of Authentic Leadership from Oppositional Perspectives: Faith versus Non-Faith Based Synopsis: The study explores leadership from two very different perspectives, that of faith-based versus non-faith based. It sheds light on the way authentic leadership is perceived both generally and specifically and was able to draw some generalizable conclusions on the observations collected, that authentic leadership does not reflect faith or religion; rather, it stems from a humanistic psychological/philosophical approach, which is applicable to each and every human being. Running Head: AN EXPLORATION OF AUTHENTIC LEADERSHIP An Exploration of Authentic Leadership from Oppositional Perspectives: Faith versus Non-Faith Based ______________________________________________________________________________ A Major Research Paper Presented to The College of Management and Economics University of Guelph In (Partial) Fulfillment of the Requirements for a MA (Leadership) Degree by Veronica Ward August 1, 2014 Advised by: Dr. Vinay Kanetkar & Dr. Michael Rock AN EXPLORATION OF AUTHENTIC LEADERSHIP 1 Acknowledgements My deepest desire for wisdom, self-awareness, self-actualization and clarity led me on this journey of leadership. The travel was mixed with happiness and sorrow. I accept that life is about learning, loving, and living, that life goes on despite the moments of happiness and sorrow. Happiness, sorrow unmasked, present in the midst of perseverance and optimism, in moments with my children; sorrow when both parents entered their respective chariots exactly six months apart during this journey. May they rest in peace. I would like to thank Dr. Vinay Kanetkar for his continuous advice, support, patience and sharing of ideas to stimulate the thought process and for helping me to sharpen my scholarly skills on the ABC’s of conducting effective research. Dr. Michael Rock was an inspiration from the evolution of this paper. Sincere thanks for your continued support, patience and your encouragement. Finally, I owe a debt of gratitude to my sons, Matthew, Joshua and Mark. I am eternally grateful for your love, emotional support and encouragement throughout my preoccupation on this journey, and always. AN EXPLORATION OF AUTHENTIC LEADERSHIP 2 Abstract This paper explores a new line of research which examines how authentic leadership is perceived by two oppositional groups, faith and non-faith. A review of the scholarly literature on authentic leadership was necessary to gain a better understanding of what traits, characteristics and attributes constitute authentic leadership. The methodologies included a literature review which consists of secondary research materials and an online survey which was designed based on the multi- dimensional models of the Authentic Leadership Questionnaire/Authentic Leadership Inventory (ALQ/ALI) and the Multi-Factor Leadership Questionnaire (MLQ). The concepts of the ALQ/ALI self -awareness, relational transparency, balanced processing and internalized moral perspective complemented by the MLQ’s idealized influence (attributed), idealized influence (behaviour), inspirational motivation, intellectual stimulation and individualized consideration was measured. Confirmatory analysis supports the multi-dimensional model based on the ALQ/ALI as it revealed valid and credible measurements. The relationship between faith-based and non-faith-based groups showed a non-significant statistical difference; however, a statistically significant difference was revealed between the non-religious and the in-between group where p < 0.05. Research specific to this area of study is relatively new. Future research should expand on the development of additional dimensions of both quantitative and qualitative research methods in order to obtain more specific results. Implications for further research are addressed. Keywords: leadership, authentic leadership, spirituality, religion AN EXPLORATION OF AUTHENTIC LEADERSHIP 3 TABLE OF CONTENTS Acknowledgement 1 Abstract 2 Table of Contents 3 Introduction 4 Literature Review Definitions/Problems 6 Towards a Definition of Authenticity 8 What is Authenticity 9 Outcome 12 Values 14 Individual Values 15 Organizational/Institutional Values 16 Global Values 17 Spirituality 17 Religion versus Spirituality 18 Religion and Subjective Well-Being 19 Workplace Spirituality 20 Hypothesis 21 Methods Overview 23 Participants 23 Measures 24 Identifying Variables 28 Results Data Cleaning 29 Descriptive Statistics 29 Distribution of Normality 31 Cronbach’s Alpha 31 ANOVA 32 Discussion Overview of the Results 34 Limitations 35 Implications 41 Future Directions 42 Conclusion 43 References 47 AN EXPLORATION OF AUTHENTIC LEADERSHIP 4 An Exploration of Authentic Leadership from Oppositional Perspectives: Faith versus Non-Faith Based Authentic leadership is not a new phenomenon; rather, it has become more evident with globalization, advanced technologies and societal challenges (Northouse, 2012a). It is important to study authentic leadership as it is necessary to find ways to deal with the pervasive ethical and moral issues that appear to be immobilizing advancements in the 21st century. Research in authentic leadership is critical because in recent times, massive financial failures and upheavals in society have contributed to the apprehension and insecurities of people, leaving them desperate for genuine leadership and for leaders who are honest and good (Northouse, 2012b). The desire to find solutions to existing and future problems and the need to establish and deal with the root causes of the problems which lie in the hands of leaders is sufficient reason for ongoing research in the field. In our globalized, complex and chaotic world with diverse value systems, where technology and communication let barriers and borders fade away, and there is ongoing differences in the structural and socio-cultural arenas; there is a rapid emergence of examples of political and financial corruption, greed and scandal. These problems contribute to the cause for deep-rooted concerns of increased employee distrust in organizations with many unanswered questions related to and dealing with important issues including: corporate misconduct, employee coercion, governmental fraud and failing economic situations. It is essential and timely for leaders and followers to have an understanding of the roots, characteristics and dynamics of what really causes these problems. Since leaders lie at the heart of the problems, it is necessary for them to understand how they can help to resolve the ongoing problems. Inauthentic leadership is the cause of many complex issues such as environmental, organizational, global, and political factors. These are critical aspects which are AN EXPLORATION OF AUTHENTIC LEADERSHIP 5 associated with the leader’s ability to lead which ultimately affects the success or failure of the organization. The purpose of this exploratory study is multi-fold. In addition to being interested and passionate about issues surrounding authentic leadership in organizational settings, researching this topic offers an in-depth understanding about the concepts which constitute authentic leadership. This is grounded on evidence-based materials, the results of the online survey to examine individualized diverse perspectives; leadership theories, leadership styles and organizational practices and processes. The study is divided into four sections. First, the literature review provides an overview, background and a critical evaluation of a body of research and ideas in the field of authentic leadership and how religion and spirituality is related to authentic leadership. Second, the methodology section is introduced, third the results and last, the discussion. Literature Review An exploration into this interdisciplinary area of study requires in-depth examination relative to blending theoretical and practical leadership approaches in order to improve on the knowledge and understand what specifically constitutes authenticity in leadership. Although the relationship and interrelationship between these approaches have been explored through research findings and established validated leadership related to organizations, research on authentic leadership is still in the formative phase of development. The research reveals that there are a multitude of facets linked to this area of study. Unfortunately, most of the available research is focused on specific areas and is repetitious which leaves many other areas of studies pertaining to authentic leadership untouched. AN EXPLORATION OF AUTHENTIC LEADERSHIP 6 For the purposes of this study, an investigation into authentic leadership from oppositional perspectives, that of religious versus non-religious was examined to see if there is a significant difference in the way authentic leadership is perceived. The results will help to determine if there are some basic humanistic physiological and philosophical universal values that constitute authentic leadership. Definitions/Problems: Researchers have yet to agree on a particular definition of what specifically constitutes authentic leadership. Although they have been able to agree on some key concepts of authentic leadership that appear to be universal, the importance attached to these factors may vary, and there are factors that separate authentic leadership from other types of leadership. Defining authentic leadership remains a very challenging task, particularly with the varying perceptions, understanding, and interpretations of what characteristics, traits, abilities, attributes, and behaviours should be reflected within the scope of authentic leadership. Some researchers have posited models for authentic leadership based on observation and empirical data, producing new terms and redefining old concepts to construct a concrete situation. Other researchers are less inclined to agree with their ideas and argue that leadership still seems to remain more of a concept in the mind or wishful thinking (Derungs, 2011a). Confusion can easily arise when universal terms and definitions are agreed upon, yet behaviours indicate otherwise. Therefore, assessing one’s authenticity simply based on specific terms without a more in-depth evaluation can lead to misevaluation of what it means to be an authentic leader. Historically, authenticity can be traced back to ancient Greek philosophy and is reflected by the Greek aphorism “know thyself” which was inscribed in the Temple of Apollo at Delphi (Parke & AN EXPLORATION OF AUTHENTIC LEADERSHIP 7 Wormell, 1956), and which is linked to the word authento “to have full power” (Trilling, 1972). Knowing thyself implies that one is true to him/herself. How this translates into leadership actions and outcomes can differ considerably in the real world as not all leaders who claim to know themselves will do the right things for the right reasons. The multi-component conceptualization of authenticity in turn has provided the theoretical foundation for several theories. Yukl (2010a) supported by Ilies, Morgeson and Nahrgang (2005a) define authentic leadership as a root concept that underlies the positive aspects of charismatic, transformational, spiritual and ethical leadership theories. One of the initial intents in defining authentic leadership as a construct was to make it multi-dimensional and multi-level (Luthans & Avolio, 2003a). Some items related to these concepts overlap with other existing theoretical approaches as leadership scholars conceptualized this “root” construct as underlying all positive approaches to leadership, with some notable distinctions between perceived authentic leadership and other leadership styles. This conceptualization allows for an inclusion of other leadership approaches which include: ethical, transformational, charismatic, servant, heroic, character-based and transactional leadership styles. The need to carefully define, measure and rigorously investigate the theories is critical, particularly as researchers tend to define authentic leadership according to their individual perspective and the phenomenon of what interests them the most. It is important to know what comprises authenticity in leadership and the impact that authentic leaders have on followers from both practical and theoretical approaches. Leaders strongly influence their followers in an organizational context to enhance organizational performance. Gardner, John and Schermerhorn (2004) argue that authentic leaders act in accordance with their true selves, expressing themselves in ways that are consistent with inner thoughts; owning one’s personal experience, thoughts, emotions, needs, and beliefs. Determining the