A Study of Relationship of Authentic Leadership, Job Satisfaction, Organizational Commitment and Self-efficacy

Abstract

Leadership in the organization was studied in various ways and its importance is demonstrated in many studies. Transformational Leadership, Transactional Leadership, Servant Leadership, Charismatic Leadership and etc. compared to variety of existing leadership studies, however, study on authentic leadership is very scarce. The purpose of this study is to specify how the relationship of authentic leadership impact on job satisfaction about the employees on the task and consequent impact on organizational commitment, self-efficacy influences on the relationship between organizational performances. Methods/Statistical Analysis: In order to achieve the purpose, advanced research and empirical study studied parallel. In previous studies were embodied the hypothesis and positive research using a survey method targeted 248 employees working in Korea Gyeong-gi IT companies, measured leadership style and performance that they perceive. To analyze the hypothesis, regression analysis and structural equation was analyzed through SPSS 20.0 and AMOS 20.0 program. Findings: Only the self-awareness among the authentic leadership level factors of the enterprise leader showed the statistically significant positive (+) effect on job satisfaction of employees. The internalized moral perspective, balanced processing of information and relational transparency had no statistically significant effect. This is regarding the direct effects of authentic leadership on the attitudes and behaviors of the followers. It is assumed that there are no direct effects because authentic leadership cannot influence job satisfaction directly but requires mediating effects of other variables. It has been verified that job satisfaction has a positive effect on self-efficacy and organizational commitment. This indicates that job satisfaction is an antecedent to organizational commitment. Also, the job satisfaction by employees showed the statistically significant positive (+) effect of self-efficacy of employees. Ways to increase self- efficacy is important in human resources management. Yet, as it is difficult to apply ways to increase self-efficacy in everyday tasks, increasing self-efficacy can be possible through elevating the degree of job satisfaction. Application/ Improvements: This study can help managers to understanding the effects of the leader’s authentic leadership. But, as the job attitudes of employees are formed over a long period of time, a longitudinal study would be more appropriate to acquire useful information. Yet, the study imposes some limitations that it only used cross-sectional data considering the many realistic conditions. Keywords: