Authentic leadership as a contemporary leadership model applied in Nigeria

Amara Emuwa and Dail Fields

African Journal of Economic and Management Studies, 2017, vol. 8, issue 3, 296-313

Abstract: Purpose - The purpose of this paper is to examine the extent to which each dimension of authentic leadership (AL) is related with employee organizational commitment (OC) and assessment of leadership effectiveness for employees in Nigeria and to investigate the moderating effects of contingent reward leadership behaviors on these relationships. By testing the dimensions of AL with employee outcomes, this study provides further validity and empirical evidence to the theoretical structure of AL theory across cultures. Design/methodology/approach - This empirical study used cross-sectional survey data collected from a sample of 212 Nigerian employees from 16 organizations across various sectors. Findings - The results of hierarchical regression analysis of this study showed a positive relationship between AL behaviors and the outcome variables of OC and perceived leader effectiveness (LE) among Nigerian employees. The moderation result shows that the leader’s contingent reward behaviors reduce the effects of the internal moral perspective dimension of AL. As authentic leaders interact with followers and followers experience high levels of moral and ethical behaviors, contingent rewards become less important to followers. Practical implications - Leadership effectiveness and OC are desirable organizational outcomes across cultures. From a practical standpoint, the results indicate several authentic dimensions are related to OC and leadership effectiveness among Nigerian employees. This extends the applicability of AL into the African countries. Particularly, it provides additional insight into a contemporary leadership model that can positively impact the leadership development in Nigeria. While the interactive effects of contingent reward were limited, they do suggest that some combinations of behaviors should be considered to effectively meet situational needs. Originality/value - This is the first study that examines the relationship of the components that constitute AL with OC and perceived LE in the context of Nigeria, a major African nation.

Keywords: Nigeria; Authentic leadership; Organizational citizenship behavior; Cross-cultural leadership; Leader effectiveness; Organizational commitment (search for similar items in EconPapers)
Date: 2017
References: Add references at CitEc
Citations:

Downloads: (external link)
https://www.emerald.com/insight/content/doi/10.110 ... d&utm_campaign=repec (text/html)
https://www.emerald.com/insight/content/doi/10.110 ... d&utm_campaign=repec (application/pdf)
Access to full text is restricted to subscribers

Related works:
This item may be available elsewhere in EconPapers: Search for items with the same title.

Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text

Persistent link: https://EconPapers.repec.org/RePEc:eme:ajemsp:ajems-06-2016-0092

DOI: 10.1108/AJEMS-06-2016-0092

Access Statistics for this article

African Journal of Economic and Management Studies is currently edited by Prof John Kuada

More articles in African Journal of Economic and Management Studies from Emerald Group Publishing Limited
Bibliographic data for series maintained by Emerald Support ().