Relationship between authentic leadership and job satisfaction moderating roles of self efficacy and optimism luận văn thạ

Researchbackground

Neitherreputation,customers,technologynorphysicalresources,humanresourcei s t h e mosti m p o r t a n t a s s e t w h i c h makeso r g a n i z a t i o n s u c c e s s f u l Withoutg o o d m anpower,organizationcouldnotdeveloptheirbusiness.Retainingthetalentsino r g a n i z a t i o n isanemergentchallengethateveryorganizationmustconsider.Accordingt o

B e r r y (1997),o r g a n i z a t i o n musti m p r o v e j o b s a t i s f a c t i o n ofemployeest o b e s u c c e s s f u l R o b b i n s & J u d g e ( 2 0 0 7 ) f o u n d t h a t t h e e f f e c t i v e organizationu s u a l l y h a d moresatisfiedemployees.Moreover,satisfiedemployeesaremorelikelyproductive.I ns h o r t , improving employees’satisfaction isanessential solutionfor an organizationto besuccessful.

Thepracticeofleadershiphasexistedforthousandsofyearsandresearcheffortsh a v e beenundertakentobetterunderstand leadershipinorganizationsforwellover5 0years(Bass,1990).Leadersandleadershipplay animportantroleinorganizationsinthewaythateffectiveleadersarerelatedtosuccessfultea m work,highmorale,andeffectiveperformance;a n d o n t h e contrary,i n e f f e c t i v e leadersarer e l a t e d toj o b d i s s a t i s f a c t i o n , lowcommitment,andineffectiveperformance(Avolio

&Bass,2002;Bass,1998;1999;Collins,2001a,2001b;Day,Zaccaro,&Halpin,2004).

Recent scandals in ethical leadership have emerged both globally and in Vietnam, with major organizations like Hàng Hải Đông Đô, Masan Group, and Quốc Cường Gia Lai misleading investors about their profits, as noted by Thuc (2011) Internationally, companies such as WorldCom, Enron, General Motors, and Lehman Brothers have also faced significant ethical leadership declines These issues, compounded by societal challenges like terrorism, an aging population, and environmental pollution, have eroded investor trust According to the National Leadership Index 2009, 63% of Americans distrust business leaders, with 83% believing they prioritize their own interests over societal well-being In light of these challenges, there is an urgent need for positive and genuine leadership, emphasizing reliability, integrity, and authenticity as essential traits for business leaders (Avolio & Gardner, 2005; Blausten, 2009).

Inthelightofcurrentdevelopmentsinglobalbusiness,anewconstructemerged:aut henticl e a d e r s h i p Authenticl e a d e r s h i p referst o t h e e x t e n t t o w h i c h a n i n d i v i d u a l exhibitsapatternofopennessandclarityinhisorherbehaviortowardsothersbysharingthe necessaryinformationtomakedecisions,acceptingother’sinputs,anddisclosinghiso r h e r p e r s o n a l v a l u e s , motivesa n d s e n t i m e n t s i n a m a n n e r t h a t e n a b l e s f o l l o w e r s tomorea c c u r a t e l y a s s e s s t h e c o m p e t e n c e a n d m o r a l i t y o f t h e l e a d e r ’ s a c t i o n s B u s i n e s s p r a c t i t i o n e r s arecallingforleaderswholeadwithpurpose,values,an dintegrity,leadersw h o buildenduringorganizations,motivatetheiremployeestoprovidecus tomerservice,a n d createlong-termvalueforshareholder.

Researchobjectives

Inthisstudy,theauthorexaminestheeffectsofauthenticleadershipbehaviorsonf o l l o w e r s ’ j o b s a t is f a c t i o n whilea ls o t a k i n g intoa cc o u n t p o s s i b l e moderatingr o l e s o f s e l f - e f f i c a c y andoptimismtotherelationshipauthenticleadershipandjobsatisfacti on.Accordingly,thestudyaimsatansweringtheresearchquestions:“Howdoesauthe nticleadershipinfluencefollowerjobs a t i s faction?”and “what a r e the moderatingr o l e s o f s e l f - efficacyandoptimismbetweenauthenticleadershipandjobsatisfaction?”

1 Whatis t h e r e l a t i o n s h i p bet wee n a u t h e n t i c l eade rs hi p a n d fo ll ow er j o b s a t i s f a c t i o n ?

2 Howd o e s s e l f - e f f i c a c y playa moderatingr o l e i n t h e r e l a t i o n s h i p b e t w e e n authent icleadershipandjobsatisfaction?

Researchscopeand approach

Second,theresearchincludesintotheanalysisthoserespondentswhohavebeen working withtheirleadersforatleast3monthstoensurethatfollowershaveenoughtimetoobservea ndtobeinfluencedbytheirleaders’leadershipbehaviors.

Third,t h e r e s e a r c h onlyf o c u s e s o n e m p l o y e e s w h o a r e g r a d u a t e d f r o m high- schoolorhigher.Thischoiceofpopulationandsampleframemakesthestudyfeasible( g i v e n timea n d r e s o u r c e l i m i t a t i o n ) byf a c i l i t a t i n g o n l i n e s u r v e y m e t h o d a n d h e l p s a d d r e s s theresearchquestionsinthesimplestwaypossible.

Forth,thisstudyconsidersself-efficacyandoptimismasthemoderating variables.Self- efficacy,optimism aretwoof4components ofpsy ch ol og ica l capital However, 2 o t h e r componentsofpsychologicalcapitalwhichareresilienceandhopearenot considered inthisstudy.

Fifth,thestudyisconductedin2mainphases:pilotstudy(comprisingof2sub- p h a s e s ) andmainstudy.The purposeofthepilotstudyistocheckthecontentsandtoe xaminet h e measurements c a l e s T h e n t h e mains t u d y i s c o n d u c t e d t o c o n f i r m t h e m e a s u r e m e n t scales,totestthehypothesesandtoconfirmtheresearchmodel.

Researchstructure

Authenticity

Authenticity is defined as being genuine and original, not a fake Harter (2002) traces the history of the term back to Greek philosophy, emphasizing the importance of being true to oneself and knowing oneself He describes authenticity as acting in alignment with one's true self, which involves expressing thoughts and feelings that are consistent with personal experiences, values, and beliefs Additionally, Kernis (2003) defines authenticity as the unobstructed operations of one’s core self in daily life.

Peopleusuallythinkthatauthenticityhasthesame meaningofsincerity.However,t h e r e isadifferencebetweenthem.LinonelTrilling(ascitedbyAvolio&Gardner,2005)d e fi n e s s i n c er i t y as“congruencebetweenavowal andactualfeelings.While,authenticity istheextenttowhichoneistruetotheself”.Therefore,sincerityimpliesarelationshipw i t h anotherpersonbesidesoneself.One’ssincerityistoaccuratelyandhonestlyr e p r e s e n t oneselftoothers.Theonewhoistruetoothersisso- calledsincerity,whiletheo n e whoistruetohimselfisso- calledauthenticity(Erickson,1995&Trilling,1972).

The history of authenticity research emphasizes the concept of inauthenticity rather than authenticity itself Sociologist Seeman (1960) developed a scale to measure inauthenticity, identifying an inauthentic leader as one who excessively conforms to stereotypical roles and expectations Concurrently, Hill and Stone (1960) highlighted the impact of positive thinking, illustrating how success can be achieved through a positive mental attitude Contemporary scholars link authentic leadership to positive psychology, focusing on its beneficial aspects This research adopts the definition of authenticity from positive psychologists, where Harter et al (2002) describe authenticity as the alignment of one’s thoughts, beliefs, and emotions with true self-expression, emphasizing the importance of expressing genuine feelings and thoughts.

Dimensionsofauthentic leadership

( 2 0 0 5 ) s u g g e s t s t h e 4 c o r e c o m p o n e n t s o f authenticl e a d e r s h i p including self-awareness,theself- regulatoryprocessesofbalancedprocessing,authenticbehaviorandrelationaltransparency.

Self- awarenessisoneofthemostimportantcharacteristicsofanauthenticleader.Todevelopaut henticleadership, it isnecessarytodevelopself- awareness (Avolio andL u t h a n s , 2005).AccordingtoBillGeorge(2011),self- awarenessistheabilityofk n o w i n g theemotionanditsimpact.Thereisastrongrelation shipbetweenself-awareness andself- reflection.Throughreflection,authenticleaderscanunderstand clearlyw h o theya r e b a s e d o n t h e i r c o r e v a l u e s , identity,e m o t i o n s , a n d motivesa n d g o a l s

Inthefieldofauthenticity,Kernis(2003)alsodefinesself- awarenessas“havinga w a r e n e s s of,andtrustin,one’smotives,feelings,desires,ands elf-relevantcognition.”T h e a u t h e n t i c l e a d e r w h o h a s h i g h l e v e l o f self- awarenessc l e a r l y k n o w s h i s s t r e n g t h , w e a k n e s s e s andmultifacetedself- nature.Self- awarenessisaprocessduringwhichindividualsshowtheiruniquevalues,identity,emotions,a ndmotives/goals.Closeranalysisonthesefourcomponentsofself- awarenesswillbeshownasfollowing:

(1995),peoplewhoaretruetothemselveswillbetruetotheircorevalues.Thesevaluesisdefin edas“conceptionsofthedesirablethatguidethewayso cial actors(e.g.,organizational leaders,policy- makers,individualpersons)selecta c t i o n s , evaluatepeopleandevents,andexplaintheiracti onsandevaluations”(Schwartz,1999).A s t r a n s - s i t u a t i o n a l , n o r m a t i v e s t a n d a r d s f o r b e h a v i o r a n d e v a l u a t i o n , v a l u e s providethebasisforactionsinaccordancewiththeneedsoftheleader’scomm unityasw e l l asorganizationalunit.Valuesarelearnedthroughsocializationprocesses.

Self-knowledge involves not only understanding personal values but also a high level of emotional awareness This includes recognizing one's emotions and grasping the causes and effects of these emotions on cognitive processes and decision-making Emotional awareness is a fundamental aspect of emotional intelligence, which is a key factor in effective leadership Authentic leaders are attuned to their own emotions and those of others, allowing them to understand the impact of emotions on themselves and their decisions, ensuring that their choices are not merely reactions to momentary feelings.

Schlenker( 1 9 8 5 )d e f i n e s i d e n t i t y a s “ a t h e o r y ( s c h e m a)o f a n i n d i v i d u a l t h a t d e s c r i b e s , i n t e r r e l a t e s , a n d e x p l a i n s h i s o r h e r r e l e v a n t f e a t u r e s , characteristics, andexperiences” S e l f - identificationi s t h e p r o c e s s o f “fixinga n d e x p r e s s i n g o n e ’ s o w n identity,pr ivatelythroughreflectionaboutoneselfandpubliclythroughself-disclosures,self- presentationsando t h e r activitiesthat se rve toprojectone’sidentity toa u d i e nc e s

” ( S c h l e n k e r , 1985).Throughinteractionauthenticleaderswillincorporateth eroleofthel e ad e r intotheirinterpersonalidentityandachievehighperson- rolemerger.AccordingtoShamirandEilam(2005),authenticleaderwillnotpretendtobe leadersbecausetheyarea l r e a d y inaleaderposition.Performingaleadershipfunctionisas elf-expressiveactfora n authenticleader.Once,GeorgeBorst,

CEOofToyotaFinancialServicesemphasis theimportanceofidentityself- awareness:“thebigmistakethatsomeleadersmakeis creatingapodiumpersona‟ thatisnotthe sameas whotheyreally are.People kn ow whensomebodyisgivingthemspin”(anonymous,2009,p.20).

Goalsc a n b e s t bed e s c r i b e d i n t h e c o n t e x t o f s e l f - awarenessa s “c o n t e x t u a l iz e d schemat h a t d i r e c t c u r r e n t i n f o r m a t i o n p r o c e s s i n g ” ( L o r d , B r o w n & F r e i b e r g , 1 9 9 9 , p.180).Whendiscussingtheg oalsandmotivesofleaders,thedistinctionbetweenself- v i e w andpossibleselvesbecomesrelevant.Goalstiedtoself- views,whichreflectone’sp e r s o n a l viewoncertainattributes,leadtoself- enhancementmotivesaspeopleseektoseethemselvesin amorefavorablelight.Goals tiedtopossible selves,which reflectwhoo n e couldbe,resultinself- verificationmotivesaspeopleseekoutaccurateinformationtogaugetheirprogress. Authenticleadersareexpectedtobedrivenbyself- verificationmotivessincetheystriveforself-

(andother)development.Theyprovidegenuineself- p r e s e n t a t i o n s i n o r d e r t o r e c e i v e a c c u r a t e f e e d b a c k a n d f a c i l i t a t e t h e u n d e r s t a n d i n g o f th ei r selves.Gardneretal.(2005)alsoincludethenotionofidealself- guides(hopesandaspirations)a n d o u g h t s e l f - g u i d e s ( d u t i e s ando b l i g a t i o n s ) S i n c e a u t h e n t i c l e a d e r s a r e self- awarea n d t r u e t o t h e m s e l v e s , theya r e e x p e c t e d t o e x p e r i e n c e l e s s d i s c r e p a n c y betweenwhotheywouldliketobe(idealself)andwhotheythinktheyshouldbe(oughtself).

Balanced processing is a key component of authenticity, often referred to as "unbiased processing," which Kernis (2003) defines as the ability to acknowledge and accurately interpret personal knowledge, internal experiences, and external evaluative information Authentic leaders excel in processing self-relevant information in an objective and balanced way However, achieving truly unbiased processing is challenging; research by Tice and Wallace (2003) indicates that individuals often perceive themselves based on how they believe others see them, rather than how they are actually perceived This tendency is particularly pronounced in people with high self-esteem, who may resist or undervalue feedback, making it difficult for them to recognize their shortcomings or negative attributes (Kernis, 2003) This phenomenon is also explored in various popular literature, such as "Leadership and Self-Deception."

( 2 0 0 3 ) , i n f o r m a t i o n p r o c e s s i n g mechanismsofa u t h e n t i c leadershipalsoar edifferentfromnormalpeople.Authenticleader areobjectivei n a s s e s s i n g a n d a d m i t t i n g t h e i r s t r e n g t h s a n d w e a k n e s s e s t h a n k s t o l o w e g o w h e n p r o c e ss i n g informationandoutcomes.Theyareals omoreobjectiveintheprocessingofinformationa n d k n o w b o t h p o s i t i v e a n d n e g a t i v e a s p e c t s o f a t t r i b u t e s a n d q u a l i t i e s o f themselves.Iliesetal.

(2005)alsonotethattheunbiasedselectionofinformationg e n e r a t i n g situationsshoul dbeincluded Insteadofsearchingforsituationswhichw i l l confirmtheleader’ssenseofself,anauthenticleaderwillengageinchallengingactivitiesw h i c h will stimulatepersonalgrowthandself-verification.

Authenticl e a d e r s t e n d t o p r o c e s s i n f o r m a t i o n i n s u c h a wayt h a t d i s t o r t i o n o f re al it y i s minimal.H o w e v e r , i t i s n o t easyf o r t h e m t o p r o c e s s i n f o r m a t i o n i n a t r u l y u n b i a s e d manner.T h a t ’ s r e a s o n whyGardner e t a l

( 2 0 0 5 ) p r o p o s e t h e u s e o f a n o t h e r term‘balanced’insteadof‘unbiased’todescribeproces sinwhichauthenticleadersmakemorea c c u r a tea n d ‘ b a l a n c e d ’ s e l f - assessmentsa s w e l l a s s o c i a l c o m p a r i s o n s , toh a v e moreaccurateperceptionsofthe mselvesandothers.Authenticleadersare‘balanced’int h e waytheywelcomefortheexpr essionoffeedback,bothconfirmingandcontradictingt h e i r awareness,fromothers.Theyalso balancetheirownawarenessandtheinformation,s o t h a t theydonot ignoreor selectivelyinterpretbut activelyand open-mindedlyprocesst h e information.

The concept of authenticity in behavior refers to whether individuals act in alignment with their true selves (Kernis, 2003) Authentic behavior involves acting according to one's values, preferences, and needs, rather than merely seeking to please others or gain rewards (Kernis, 2003) Authentic leaders are not swayed by societal pressures to conform to external values As Kernis (2003) notes, authenticity is characterized by the free and natural expression of core feelings and motives, rather than a compulsion to be one's true self When the values of authentic leaders conflict with societal or organizational values, they may experience internal conflict but will maintain their authentic feelings and resist external pressures to compromise their internal values.

Relational transparency is a crucial element of authentic leadership, defined by Kernis (2003) as valuing openness and truthfulness in close relationships Authentic leaders encourage their followers to explore both their positive and negative traits through self-disclosure, fostering mutual intimacy and trust (Kernis, 2002) By openly sharing information and expressing their emotions, authentic leaders regulate their behavior to avoid harmful emotional displays (Gardner et al., 2005) While relational transparency is a distinct aspect of authentic leadership, it is influenced by other components such as self-awareness, balanced processing, and authentic behavior (Ilies et al., 2005) As authentic leaders deepen their self-understanding, they commit to building open, trust-based relationships characterized by a willingness to share thoughts and feelings when appropriate.

Definition

Jobs a t i s f a c t i o n i s o n e o f t h e mostw i d e l y d i s c u s s e d a n d s t u d i e d c o n s t r u c t i n industrial- organizationalpsychology,s o c i a l psychology,o r g a n i z a t i o n a l b e h a v i o r , p e r s o n n e l a n d h u m a n r e s o u r c e m a n a g e m e n t , a n d o r g a n i z a t i o n a l m a n a g e m e n t (

Hoppock’s(1935)definedjobsatisfactionas“anycombinationofpsychological, p h y si o l o g i c al , andenvironmentalcircumstancesthatcausesapersontruthfullytosay,‘

Ia m satisfiedwithmyjob’”.Thisapproachonjobsatisfactionshowsthattherearemanyex ternaland internal factorswhich influence thewayhow theemployeefeels.Accordingt o IvancevichandDonnelly(1968),jobsatisfactionwas“th efavorableviewpointofthew o r k e r towardtheworkrolehepresentlyoccupies”.Sm ith,Kendall,andHulin(1969)a l s o definejobsatisfactionwas“feelingsoraffectiverespons estofacetsofthesituation”.

Statt(2004)alsodefinesjobsatisfactionastheextenttowhichaworkeriscontentwithth erewardsheorshegetsfromhisorherjob,particularlyintermsofintrinsicmotivation.T h i s d e f i n i t i o n o f j o b s a t i s f a c t i o n s r e f e r s t o t h e a t t i t u d e a n d f e e l i n g s t h a t employeeshaveintheirwork.Positiveandfavorableattitudestowardsthejobindic atej o b satisfaction;viceversa,negativeandunfavorable attitudestowardsthejo bindicatejobdissatisfaction(Armstrong,2006).

Eventhough therew e r e manydifferentdefinitions of jobsatisfaction, jobs ati sf actio n generallywasconsideredtobeanemployee’s attitudeabouthisorhe rjobb a sed onfactorsintheworkingenvironment.Inotherwords,jobsatisfactionwasaresultofe mployee’sp e r c e p t i o n o f h o w w e l l h i s orh e r j o b p r o v i d e s t h o s e t h i n g s t h a t w e r e c o n si d er ed importanttohimorher.

Roleofjob satisfaction

Jobsatisfactioninfluencesonvariousaspectsoforganizationallifesuchaso r g a n iz a t io n a l commitment,loyaltyandabsenteeism.

Whilethereisstillconsiderabledebatewhethersatisfactionleadstoperformance o r performanceleadstosatisfaction(Luthans,1998), thereisastronglinkagebet weenj o b satisfactionandorganizationalcommitment w h i c h hasbeen f o u n d fo rrecent years(Carrell,Jennings,andHeavrin,1997).

Also,e m p l o y e e s w h o a r e s a t i s f i e d w i t h t h e i r j o b s t e n d tob e l e s s a b s e n t t h a n employeesw h o a r e d i s s a t i s f i e d Employeea b s e n t e e i s m mayc a u s e seriousadditionalc o s t s forcompanies.Therefore,managersmustfindthewaystodecreasean dreduceitasminimala s p o s s i b l e O n e o f t h e b e s t w a y s t o r e d u c e a n d d e c r e a s e e m p l o y e e ’ s absenteeismwouldbethroughanincreaseinthelevelofjobsatisfactionof employees.T h e reasonbehindthisapproachisthatthehigherthedegreeof jobsatis factionis,theloweremployeeabsenteeismshouldbe.

Employeeloyaltyisalsooneofthemostsignificantfactorsthathumanresource managersinparticularmustfocus.Generally,threetypesofemployeeloyaltyare considered:affectiveloyalty,normativeloyaltyandcontinuityloyalty.Affectiveloyaltyis akindofloyaltythatanemployeefeelsanemotionallinkagetothecompany,normativeloyaltyi sasortofloyaltythatappearsincaseswhentheemployeefeelslikeh e ownssomethingto thecompany;andcontinuityloyaltycomesasaresultofthefactt ha t t h e e m p l o y e e c a n n o t f i n d a n o t h e r j o b s o m e w h e r e e l s e R e s e a r c h c o n d u c t e d byVa n derb erg a n d L a n c e ( 1 9 9 2 ) o n 1 0 0 e m p l o y e e s i n t h e i n f o r m a t i o n s e r v i c e s

Determinantsofjobsatisfaction

Researchersh a v e f o u n d t h a t a n u m b e r o f v a r i a b l e s a r e r e l a t e d p o s i t i v e l y toj o b satisfaction.A r e v i e w ofthe literature indicates thatmoststudies have focused onp er s o n al variablesandwork-relatedfactors.

Personalv a r i a b l e s s u c h a s a g e , g e n d e r , a n d e d u c a t i o n a r e i m p o r t a n t f a c t o r t h a t determinej o b s a t i s f a c t i o n A c c o r d i n g toWaskiewicz( 1 9 9 9 ) , t h e r e l a t i o n s h i p b e t w e e n a g e andjobsatisfactioncanbedescribedinaU- shapedfunctionwherejobsatisfactionwith youngere m p l o y e e s i s i n i t i a l l y h i g h a ndthend r o p s f o r s e v e r a l years,a n d f i n a l l y r a i s e s a g a i n w i t h e m p l o y e e s a g e O l d e r e m p l o y e e s s e e m toh a v e h i g h e r l e v e l o f j o b s at i sf a c ti o n thanyoung eremployees(Wangphanich,1984).However,accordingtoColla n d R i c e ( 1 9 9 0 ) , a g e i s n o t r e a l l y r e l a t e d t o j o b s a t i s f a c t i o n W h i l e r e s e a r c h o n t h e rel ationshipbetweengenderandjobsatisfactionalsowasunclear,HollenandGemmell(

1 9 7 6 ) c o m p a r e d j o b s a t i s f a c t i o n l e v e l s o f c o m m u n i t y - c o l l e g e malea n d f e m a l e pr o f e sso r s andreportedthatmalesexpresshigherlevel sofoveralljobsatisfactionthanfemales( i n W a n g p h a n i c h , 1 9 8 4 ) H o w e v e r , i n t h e s t u d y of j o b s a t i s f a c t i o n o n f a c u l t y membersa t N I D A , S a g o l J a r i y a v i d y a n o n t ( 1 9 7 8 ) f o u n d t h a t t h e r e w e r e n o s i g n i f i c a n t d i f f e r e n c e s i n j o b s a t i s f a c t i o n amongg e n d e r , a g e , e d u c a t i o n , a n d w o r k e x p e r i e n c e s E d u c a t i o n isconsideredasavariablethatinfluencejobsatisfactioninnegativeorp o sit iv e way.Forexa mple,accordingtoCarrelandElbert(1974),therewasanegative relationshipbetweeneducation andjob satisfaction.Theyconcludedthatemployeeswithhighlevelof educationare usuallydissatisfiedindoingtheroutine tasksrequiredinmostj o b s Onthecontrary,QuinnandBaldideMandilovitch(1980)conclud edthattherewasapositiverelationshipbetweeneducationallevelandoveralljobsatisfaction.

Work- relatedfactorswerealsoconsideredasthedeterminantofjobsatisfaction.T h e work playsamajorroleindetermininghowemployeesaresatisfiedwiththeirjobs.Employeestend topreferchallengingjobsthatgivethemchancestoshowandapplytheirabilitiesandskillsandemb odyadiversityoftasks,freedom,andperformancefeedback( A r n o l d a n d F e l d m a n ,

1 9 8 6 ) A c c o r d i n g t o L o c k e ( 1 9 7 6 ) , i n t e r e s t i n g a n d c h a l l e n g i n g workma y leadtotheh i g h e r level of jo b satisfaction Havingfriendly andcooperative c o w o r k e r s i s a l s o a m o d e s t s o u r c e o f j o b s a t i s f a c t i o n Ducharmea n d M a r t i n ( 2 0

Salary is a crucial factor in job satisfaction as it fulfills various employee needs, including basic and higher-level requirements Employees often view their salary as a reflection of how management values their contributions to the organization While fringe benefits also contribute to job satisfaction, they are generally considered less important than salary Research indicates that both salary and benefits play significant roles in job satisfaction studies Additionally, opportunities for personal and professional development can have varying effects on job satisfaction, as they encompass different forms and rewards A positive work environment that fosters intellectual growth and skill enhancement has become more vital than traditional promotion opportunities Employees who can expand their knowledge and improve their skills tend to report higher job satisfaction.

01).Stylesandqualityofsupervisionalsoplayanimportantroleonjobsatisfaction.Anumberofr esearch indicatedthatemployees’attitudewasdirectlylinkedtothequalityo f supervisionp r o v i d e d t othem(i.e.DeMato,2001).Intermsoforganizationalcommunication,Brunetto(2002) foundthattherewasapositiverelationshipbetweenthesatisfactionwitho r g a n i z a t i o n a l com municationandemployeecommitment.

Theinfluenceofauthenticleadershiponjob satisfaction

( 2 0 0 5 ) , t h e p o s i t i v e r e l a t i o n s h i p b e t w e e n a u t h e n t i c leadershipandj o b satisfa ctionhasbeenmentionedinacademicliteraturereviewofleadership.However,untilbeginningof 2008,withthed e v e l o p m e n t o f t h e A u t h e n t i c L e a d e r s h i p Q u e s t i o n n a i r e byW alumbwa,A v o l i o e t a l

( 2 0 0 8 ) , t h e s e statementsw e r e e m p i r i c a l l y testedtoconfirmthatauthenticleadersarep ositivelyrelatedtofollower’sjobs a t i s f a c t i o n A v o l i o ( 1 9 9 9 ) a l s o b e l i e v e s thatd u r i n g w o r k i n g witha u t h e n t i c l e a d e r s , f o l l o w e r s ’ trustwilldevelopovertime Andthisleveloftrust,jobsatisfactionoffollowers’willincrease(DirksandFerrin,2002). Furthermore,throughsocialcontagionp r o c e s s e s , thepositivemoodsofauthenticleaderin fluencethefollowers’states,resultingin i n c r e a s e d f o l l o w e r j o b s a t i s f a c t i o n

Self-efficacy

Self- efficacyhasoriginatedinBandura’ssocialcognitivetheoryemphasizingtheevolvementa ndexerciseofhumanagencythatpeoplecanexercisesomeinfluenceoverw h a t theyd o (

B a n d u r a , 2 0 0 6 ) B a n d u r a ( 1 9 7 7 ) d e f i n e s s e l f - e f f i c a c y a s o n e ' s b e l i e f i n one'sa b i l i t y t o s u c c e e d i n s p e c i f i c s i t u a t i o n s O ne'ss e n s e o f s e l f - e f f i c a c y c a n playa majorroleinhowpeopleapproachgoals,tasks, andchallenges AccordingtoBandura( 2 0 0 6 ) , p e o p l e a r e s e l f - o r g a n i z i n g , p r o a c t i v e , s e l f - r e g u l a t i n g , a n d s e l f - reflecting.Fromt h i s perspective,self- efficacyaffectsone'sgoalsandbehaviorsandisinfluencedbyone'sa c t i o n s a n d conditionsintheenvironment(Schunk& Meece,2006).Efficacym a y determineh o w e n v i r o n m e n t a l o p p o r t u n i t i e s a n d i m p e d i m e n t s a r e p e r c e i v e d ( B a n d u r a , 2 0 0 6 ) andaffect choiceofa c t i v i t i es , howmucheffortis usedona nactivity,andhow l o n g p e o p l e w i l l p e r s i s t w h e n f a c i n g o b s t a c l e s ( P a j a r e s , 1 9

9 7 ) S t a j k o v i c a n d L u t h a n s (1998)a l s o p r o v i d e a n o t h e r d e f i n i t i o n o f s e l f - e f f i c a c y use di n t h i s c o n t e x t o f p o s i t i v e o r g a n i z a t i o n a l behavior.Theydefine self- efficacyintheworkplaceas“one’sconviction( o r confidence)abouthisorherabilitiestom obilizethemotivation,cognitiveresources,andc o u r s e s o f a c t i o n n e e d e d t o s u c c e s s f u l l y e x e c u t e a s p e c i f i c t a s k w i t h i n a g i v e n co n t e x t ” A c c o r d i n g toB a n d u r a ( 1 9 8 2 ) , s e l f - e f f i c a c y isa s i t u a t i o n - d e p e n d e n t v a r i a b l e w h i c h evolveswithcontinuedexperienceinthesituation,andisther ebychangeableovertime.

Authentic leaders are genuine and original, leading based on their values and convictions rather than seeking status or personal rewards They focus on fostering their followers' confidence and helping them recognize their capabilities, which in turn improves the followers' self-efficacy By modeling confident behavior and verbally expressing trust in their employees, authentic leaders can further enhance their followers' self-efficacy through vicarious learning and verbal persuasion, key sources of self-efficacy identified by Bandura.

Self- efficacyhas b e e n f o u n d t o b e t h e p r e d i c t o r o f j o b s a t i s f a c t i o n i n l i t e r a t u r e ( J u d g e , Locke,Durham&Kluger,1998;Judge&Bono,2001).Self- efficacy,orone’sestimateofone’sfundamental abilityto cope, perform,andbesuccessful, will contributet o p o s i t i v e s e l f - e v a l u a t i o n s a n d t h u s e f f i c a c i o u s p e o p l e tendt o d e a l e f f e c t i v e l y w i t h difficultiesw h e n c o n f r o n t i n g c h a l l e n g e s a n d subsequentlyderivesatisfactionf r o m t h e job( J u d g e a n d B o n o , 2 0 0 1 ) A d d i t i o n a l l y , s e l f - e f f i c a c y , t o g e t h e r w i t h h o p e , o p t i m i s m andr e s i l i e n c e i s f o u r c o m p o n e n t s o f p s y c h o l o g i c a l c a p a c i t i e s ( L u t h a n s ,

A v o l i o e t a l , 2007).ResearchresultsobtainedintheUnitedStatesandChinaindicatethat employee’spsychological capitalis positivelyrelated tojobsatisfactionoffollowers(Luthans,Avey,Cl a p p -

S mi t h &Li,2008;Luthans,Avolioetal.,2007;Luthans,Norman,Avolio&Avey,2 0 0 8 ) Moreov er,ontheresearchineducationalsection,recentfindingshaveshownthats e l f - e f f i c a c y beliefshaveacrucialroleinaffectingandsustainingtheirjobsatisfactio n( C a p r a r a , Barbaranelli,Borgogni,

Petittaetal.,2003;Caprara,Barbaranelli,Borgogni,&Steca, 2003).Peoplewhohavehighle velofself- efficacytendtoworkhardertoachievetheirsettinggoal,andwillhavehigherlevelofjobsatisfact ion(WKLau,2012).

Eventhoughmediatingrolesofself-efficacybetween authenticleadershipandjobs a t i sf a c t i o n isrecordedinsomestudies,accordingtothebestof theauthor’sknowledge,n o s t u d i es t o d a t e h a v e successfullyanalyzed t h e moderatingr o l e s o n t h e r e l a t i o n s h i p b e t w e e n authentic lea der sh ip andjobsatisfaction T hatiswhytheau t h o r p r o p o s e s th e b el o w hypothesis:

Hypothesis2:Self- efficacymoderatestherelationshipbetweenauthenticleadershipandj o b s a t i s f a c t i o n : t h e r e l a t i o n s h i p i s s t r o n g e r w i t h h i g h e r l e v e l o f self-e f fi c a cy

Inthesimplestsense,Chang(2001)definesoptimismasanexpectationthatgoodt h i n g s w i l l h a p p e n I t s h a p e s a n d r e f l e c t s t h e l i f e c o u r s e a s a n e m o t i o n a l l y - c h a r g e d , individual orientationtowardsthefutureandisasubstantial componentofagency(Hitlina n d Elder2007).Optimistic peopleusuallyattributesuccesstointernal, stableand globalc a u s e s , forexampletheirownabilities.Theywillattributefailurestoexternalcauses(itisno ttheirfault),unstable(onlytemporary)andspecific(itissituation- specific).Optimisticp e o p l e willalsoexpectmoresuccessinthefutureandexperiencem orepositiveemotionalstates(Gardner&Schermerhorn,2004).

Therearealsosomereportswhichshowthemediatingrolesofoptimismbetweenauthe nticleadershipan djobsatisfaction T he authentic leaderhasa deepsense o f selfa n d isself- confidentandthereforeishighlyoptimistic(Gardneretal.,2005).Accordingt o Y o u s s e f

& L u t h a n s ( 2 0 0 7 ) , o p t i m i s m isp o s i t i v e l y a s s o c i a t e d w i t h j o b s a t i s f a c t i o n R e s e a r c h a l s o s u g g e s t s t h a t t h e optimisticl e a d e r c o u l d makeh i s f o l l o w e r s optimistic(Wunderley,Reddy&Dember,1998).Theoptimisticemployeeiseasilytobemotivated ,mores a t i s f i e d , a n d s h o w s h i g h l e v e l s o f a s p i r a t i o n H o w e v e r , t h e r e i s a l s o a d a n g e r embeddedi n optimism.P e o p l e w h o a r e t o o optimisticmayno tt a k e r e s p o n s i b i l i t y f or f a i l u r e anddonot have a senseof reality.Theystriveforunattai nablegoalsorpersist w i t h u n p r o d u c t i v e s t r a t e g i e s T h e r e f o r e , t h e n e e d f o r r e a l i s t i c o p t i m i s m i s s t r e s s e d i n literature(Peterson,2000).Thisrealisticoptimis mofmanagersandemployeeshasp r o v e n toresultinbetterperformance,satisfaction(Gardner&Sc hermerhorn,2004).

Event h o u g h m e d i a t i n g r o l e s o f optimismb e t w e e n a u t h e n t i c l e a d e r s h i p a n d j o b satisfactionisreportedinsomestudies,accordingtothebestoftheauthor’sknowl edge,n o e m p i r i c a l e v i d e n c e o f a moderatingr o l e o f optimismo n t h e r e l a t i o n s h i p b e t w e e n authenticleadershipandjobsatisfactionhasbeensuccessfullyanaly zed.Therefore,thea u t h o r proposesthebelowhypothesis:

Hypothesis3:optimismmoderatestherelationshipbetweenauthenticleader shipan djobsatisfaction:therelationshipisstrongerwithlowerlevelofoptimism.

Summary

Thedefinition,historyandcomponentsoftheauthenticleadershipconstruct andj obsatisfactionaswellasoptimismandself- efficacywerediscussedinthischapter.Thec o n c e p t u a l argumentandpreviousresear chesstatethatrelationshipsexistamongthesev ari ab les However,asthereisnoa vailableresearchofmoderatingrolesoptimismands e l f - e f f i c a c y onrelationshipbetweenauthenticleadershipandjobsatisfaction(accordingt o kno wledgeoftheauthor),theauthorsuggestthemoderatingrolesofmoderatingroles

Thepurposeofthischapteris toaddressthemethodsusedinthisstudy.Itemsthatw i l l beaddressedincluderesearchdesign, questionnairedevelopment,andtranslationoft h eq u e s t i o n n a i r e , p i l o t study,t a r g e t p o p u l a t i o n , s a m p l e f r a m e , samples i z e , s a m p l e selection,samplechar acteristics,datacollectionandmethodsofdataanalysis.

Researchdesign

Job satisfaction

Jobsatisfactionwasmeasuredusing5itemstakenfromtheBrayfieldRothescale(Bra yfield&Rothe,1951).ThisshortformoftheBrayfieldRothescaleisreliableandh a s b e e n u s e d i n manyr e s e a r c h e s ( B o n o & J u d g e , 2 0 0 3 ; Walumbwa,A v o l i o e t a l , 2008).Theresponseanchorsrangedfrom1(Stronglyagree)to7(Stronglydisagree).Thef i v e i temsare:“MostdaysIamenthusiasticaboutmywork,”“Ifeelfairly satisfiedwithmypresentjob,”“Ifindrealenjoymentinmywork,”“Eachdayatworks eemslikeitwil ln e v e r e n d , ” a n d “ I c o n s i d e r myj o b r a t h e r u n p l e a s a n t

OptimismandSelf-Efficacy

E f f i c a c y w e r e m e a s u r e d by1 2 itemse x t r a c t e d fromP s y c h o l o g i c a l Capit alQuestionnaireincluding24-itemPsychologicalCapitalbyLuthans,Yo ussef andAvey(2007). 6itemsofSelf-Efficacyincluded“Ifeelconfidentanalyzingalong- termproblemtofindasolution”,“Ifeelconfidentinrepresentingmyworkareainmeetingsw i t h m a n a g e m e n t ” , “ I f e e l c o n f i d e n t c o n t r i b u t i n g t o d i s c u s s i o n s a b o u t t h e company'sstrategy”,“Ifeelconfidenthelpingtosettargets/ goalsinmyworkarea”,“If e e l c o n f i d e n t c o n t a c t i n g p e o p l e o u t s i d e t h e c o m p a n y ( e g , s u p p l i e r s , c u s t o m e r s ) t o d i s c u s s problems”,and“Ifeelconfid entpresentinginformationtoagroupofcolleagues.”

“ I f s o m e t h i n g c a n g o wr on g f o r mewo rk - wisei t w i l l ( Rev ers e) ”, “ I alwaysl o o k o n t h e b r i g h t s i d e o f t h i n g s r e g a r d i n g m yj o b ” , “ I ’ m o p t i m i s t i c a b o u t w h a t w i l l h a p p en tomeinthefutureasitpertainstow ork”,“Inthisjob,thingsneverworkoutthewayIwantthemto(Reverse)”,and“Iapproac hthisjobasif‘everycloudhasasilverlining”’.

In 1998, Glusberg utilized a committee approach for translation, involving multiple translators who independently translated the same questionnaire, following Brislin's (1980) recommendations During a reconciliation meeting, the translators compared their translations, resolved discrepancies, and reached a consensus on a final version that incorporated the strengths of the independent translations For this study, the author employed a committee of two translators to ensure accuracy and coherence in the translated material.

G l u s b e r g (1998),t h e t e r m b a c k t r a n s l a t i o n referredtothetranslationofatr anslationbackintothesourcelanguage.Thepurposeofb a c k translationwastocompare,c ontrastthebacktranslationwiththesourcetextwithav i e w toassessingthequalityofatra nslation.Forsurveytranslation,backtranslationisseenasofferingasolutiontothef actthatresearchersoftenneedinformationaboutthequality oftranslationswithoutbein gabletoreadandevaluatethesethemselves.

1 Asourcetextinonelanguage(SourceLanguageTextOne,SLT1)wastranslate dintoanotherlanguage(TargetLanguageText,TLT)usingcommitteeapproach.

2 TheTLTwastranslatedbackintothelanguageofSLT1byasecondtranslator,unfam iliarwiththeSLT1anduninformedthattherewasanSLT1.Thissecond translation,t hebacktranslation,wasSLT2.

Int h i s study,S L T 1 a n d S L T 2 w e r e f o u n d i d e n t i c a l orc l o s e i n m e a n i n g a c r o s s translateditems.Thereforetheauthordecidedtoustheoriginalquestionnaireforthepilotstud y.

Apilotstudy hasbeenperformedtominimizemiss- interpretationofthequestionsi n thequestionnaire.Thisprocesswasmadeaccordinglyba sedontherecommendationsa n d commentsreceivedfromthefiveparticipantsofthepilotstudy.Asaresult,questionsw e r e revisedorremovedandtheformatchanged.

Pilotstudyphase1

Thequestionnairewaspre-testedusing 5 respondents whowere workingat HSBCVietnamBank(n=1),VietJetAir(n=1),andVAECO(VietnamAirlinesEnginee ringCompany)(n=2)andVietcomReal(n=1).

The qualitative feedback primarily focused on the wording and clarity of the items, leading to modifications that enhanced the translation for Vietnamese respondents Some questions were removed due to their complex meanings and unsuitability for the Vietnamese context Key components of authentic leadership were represented by five items, including self-awareness, balanced processing, authentic behavior, and relational transparency Job satisfaction and self-efficacy were also assessed through specific items, while optimism was captured through three statements reflecting a positive outlook on work-related challenges To improve understanding, certain terms were simplified; for instance, "Giá trị" was replaced with "Nguyên tắc sống" to resonate better with respondents Additionally, participants were advised to assess leaders who had a significant influence on them The finalized questionnaire, available in both English and Vietnamese, can be accessed at https://docs.google.com and is included in Appendix 1.

Pilotstudyphase2

Inpilotstudyphase2,theauthoraskedhelpfromthe5respondentsinpilotstudyphase 1todistributethesurveylinktotheirfriendsandcolleagues.Therewere50fully- completedq u e s t i o n n a i r e s A c c o r d i n g t o N u n n a l l y (1978),a C r o n b a c h A l p h a o f b i g g e r t h a n 7 0 s u g g e s t e d a c c e p t a b l e l e v e l o f i n t e r n a l c o n s i s t e n c y I n t h i s p i l o t s t u d y 2 , t h e C r o n b a c h A l p h a s w e r e a l l a b o v e 7 0 f o r a l l v a r i a b l e s I n d e t a i l , C r o n b a c h A l p h a o f Au th en tic Leaderconstructwas.89;Cronbach AlphaofSelf-

Efficacyconstructwas.911;a n d C ro nba ch A l p ha ofOptimismconstruct w a s 98 Witht h e g o o d r es u l t i nt h e p i l o t study,theauthorwasconfidentindoingthenextsteps.

(2003),populationinastudyisdefinedasafullsetofcasesfromwhichresearcherdrawsasample.O ntheotherhand,Malhotra(1996)definedp op ulat io n asasetofelementspossessingtherequire dinformationsoughtbythe researcher.F o l l o w i n g t h e i r d e f i n i t i o n , t h e t a r g e t p o p u l a t i o n o f t h i s r e s e a r c h s t u d y wasemployeesworkingforfirmsbasedinHoChiMinhCity.

Samplesize

AccordingtoMalhotra&Birks(2000),samplesizewasdefinedasanumberofc a s e s o r e l e m e n t s i n c l u d e d i n a g i v e n r e s e a r c h study.Theydefineda n elementa s a n o b j e c t possessingthedatasoughtinastudyandaboutwhichinferencesaremade.Most o fresearchstudiesusesamples.Therearesomereasonstogetsamplessuchaslimitedc o s t andtime(Saundersetal.,2003).Bouma&Atkinson(1995)suggestedthatsamplesi zeis dependent on theaccuracyofdesired generalization.Themoreaccuracyregardingpo pu lation parametersrequiredneededlargersam plesize.

Haire t a l ( 2 0 0 6 ) s a i d t h a t m i n i m u m s a m p l e numberwas5 0 a n d t h e r a t i o o f observationtoitemsshouldbe5/1.Therefore,idealsamplesinthisresearchcompr ise75employees.Theauthortargetedto haveatleast150responses Samples aredi videdasf o l l o w i n g s :

Selectingthesampleand collecting data

(2000),therewere2kindsofsampling:probabilityand non-probability.

Probabilitys a m p l i n g i n w h i c h samplesa r e r a n d o m l y s e l e c t e d i s t h e m o s t c o m m o n l y linkedtosurvey– basedresearchwhereresearcherneedstoconcludeaboutap o p u l a t i o n toanswerther esearchquestionsortomeetresearchobjectives(Saunderset al.,2000).Ifdonecorrectly,probabilitysamplingensuresthatthesamplecanber e p r e s e n t a t i v e forpopulation(Hairetal.,2003).

AccordingtoSaundersetal.(2000),non- probability samplingi nwhichtheselectionofelementsf o r thesampleisnotnecessarilym adet o b e statisticallyr e p r e s e n t a t i v e o f t h e p o p u l a t i o n , p r o v i d e s a r a n g e o f a l t e r n a t i v e t e c h n i q u e b a s e d o n r esear cher s u b j e c t i v e judgment.T h e r e s e a r c h e r u s e s t h e s u b j e c t i v e methodss u c h a s p e r s o n a l experience,c onvenience,expertjudgmentandsoontoselecttheelementsinthesample.T h e r e f o r e , t h e p r o b a b i l i t y o f e l e m e n t s o f t h e p o p u l a t i o n c h o s e n i s n o t k n o w n (Samueletal.,2003).

Inn o n - p r o b a b i l i t y sa mp li ng m e t h o d s , t h e mostp o p u l a r methodi s : c o n v e n i e n c e sampl ingw h i c h i n v o l v e s selectings a m p l e membersw h o c a n p r o v i d e r e q u i r e d i n f o r m a t i o n andwhoaremoreavailabletoparticipateinthestudy(Samueletal.,200 3).Co n v en ien ce s a m p l e e n a b l e s t h e r e s e a r c h e r tocompletea l a r g e n u m b e r o f i n t e r v i e w s w i t h lowcostandquickness.However,thedrawbackofthismethodisbiasi nselectionb e c a u s e ofdifferenceoftargetpopulation(Hairetal.,2003).

Samplecharacteristics

3 Thep a r t i c i p a n t s h a d b e e n w o r k i n g w i t h h i s / h e r d i r e c t l e a d e r int h e c u r r e n t organization foratleast3monthstoensurethatthey hadenoughtimetoobserveandtobeinfluencedbytheirleaders’behaviors.

Methodsofdataanalysis

Datascreening

Questionnaireswouldbereviewed,andthewronganswers wouldbe rejectedaftercollecting.Then,datascreeningwillbecarriedoutbyusingSPSSforwin dowversion1 6

The author first identified qualified respondents based on specific criteria, including having at least a high school diploma, full-time employment, and at least three months of experience working with their leader Following this, the author proceeded to screen the data, noting that web-based surveys necessitate minimal data cleaning.

Thea u t h o r a l s o r e v i e w e d t h e r e v e r s e - s c o r e d q u e s t i o n s i n s e c t i o n o f j o b s a t i sf a ct i o n t o d o u b l e c h e c k i f t h e y w e r e l o g i c a l l y a n s w e r e d D u e t o t h e f a c t t h a t t h e au t h o r put“required”optionforall questions, therespondentcouldnotsubmitthesurveyw i t h incompleteanswer,meaningtherewasnopossible missing-answerresponse.

Reliability

ReliabilityofscalesisverifiedbyusingCronbachAlphafactor.Thismethodhelpst o remov eunsatisfiedvariableinprocessofthisresearchandvalidatingthereliabilityoft h e scale.T hevariableswhoseitem- totalcorrelationislessthan0.3shouldberemoved(P all ant , 2007).P e t e r s o n ( 1 9 9 4 ) a n d S l a t e r ( 1 9 9 5 ) s u g g e s t t h a t 0 6 i s t h e ‘ c r i t e r i o n -in- u s e ’ Generally,CronbachAlphafactorwhichisbetween0.8and1showsthatthescalei s verygood.

ConfirmatoryFactorAnalysis(CFA)

Thequalityofthemeasurementsintermsofthedataobtained(i.e.measuremen tmodels)couldbecheckedviaconfirmatory factoranalysis.Thepurposeofconfirmatoryf a c t o r analysis( C F A ) ist o t e s t t h e modelf i t o r w h e t h e r t h e d a t a f i t t h e h y p o t h e s i z e d m e a s u r e m e n t model.Inthisstudy,co nfirmatoryfactoranalysiswasusedtoconfirmthe factorstructureofeachofthevariablesandtoprovideaconfirmatoryt e s t ofthem ea su re me n t theory(authenticleadership,optimism,self-efficacyandjobsatisfaction).

To evaluate model fit, chi-square (χ²) values are used as an index of absolute fit, reflecting the discrepancy between observed and expected covariance matrices, with values closer to zero indicating a better fit (Kline, 2011; Gatignon, 2010) Additionally, the Comparative Fit Index (CFI), Goodness-of-Fit Index (GFI), and Root Mean Square Error of Approximation (RMSEA) are reported to assess model performance These indices demonstrate how well a research model improves overall fit compared to a null or independence model, where correlations among observed variables are assumed to be zero The CFI and GFI are recognized as the best approximations of population values for a single model, while RMSEA measures the average standardized residual per degree of freedom A summary of the reported fit indices and their desired ranges can be found in Table 3-2.

Goodness-of-fitindices abbreviation Desiredrangeofvaluesfo ragoodfit

Chi-Square/DegreesofFreedomratio χ²)values/df 1to3

Root Mean Square Error ofApproximation RMSEA ≤.08

Source:Hairetal.,2006;Tabachnick&Fidell,2007;Kline,2011;Hu&Bentler,1999;Carmines&McIver1981

Correlation analysis

Correlationanalysisa l s o playsavi ta l role inda ta analysis C o r r e l a t i o n ana lys is w a s usedtodeterminetherelationshipbetweentwovariables.AccordingtoD i a m an t o p o ul o s &Schlegelmilch(1997),correlationanalysisisnotonlyusedtodiscover w h e t h e r o r n o t t h e r e i s a r e l a t i o n s h i p e x i s t s b e t w e e n t w o v a r i a b l e s , b u t a l s o revealsthedirectionandmagnitudeoftherelationship.

Correlationse s t i m a t e t h e e x t e n t t o w h i c h c h a n g e s i n o n e v a r i a b l e a r e l i n k e d t o ch ang es i n t h e o t h e r v a r i a b l e s T h o s e a r e i n d i c a t e d byt h e c o r r e l a t i o n c o e f f i c i e n t ( r ) r an gi ng from-

1 00to + 1 0 0 A c c o r d i n g toWelman& K r u g e r ( 1 9 9 9 ) , aco rr el at io n o f

+1.00indicatesaperfectlypositiverelationship,acorrelationof0.00indicatesnor e l at i o n s h ip , andacorrelationof-1.00indicatesaperfectlynegativerelationship.

The magnitude of the relationship between two variables indicates the significance level, which reflects the maximum risk of incorrectly rejecting a true null hypothesis It is essential to associate the significance level with the probability of making an error For instance, when a 5% significance level (p ≤ 0.05) is chosen for hypothesis testing, there is a 5% chance of rejecting the null hypothesis when it is actually true Consequently, if the test result is less than or equal to the specified significance level, it is considered statistically significant.

Multipleregressions

Multipleregressionanalysis,aformofgenerallinearmodelling,isamultivariatestatistica ltechniquethatisusedinthisstudytoexaminetherelationshipbetweenasingled e p e n d e n t v a r i a b l e ( j o b s a t i s f a c t i o n ) a n d i n d e p e n d e n t v a r i a b l e s ( a u t h e n t i c l e a d e r s h i p ) Moreover,hierarchicalregressionanalysisisusedtoexaminethemoderatingroleofself- e f f i c a c y andoptimismonjobsatisfaction.

Baron& Kenny(1986)de fi ne moderatora s a va ri ab le thata f f e c t s thed i r e c t i o n a n d strengthoftherelationshipbetweenanindependentvariableandadependentv ar i ab l e T h e mostc o m m o n p r o c e d u r e t o t e s t two- wayi n t e r a c t i o n s t a t i s t i c a l l y i s t o r e g r e s s thedependentvariable(Y)onth eindependentvariable(X)andthemoderatingvariable( M ), t h e n i n t h e n e x t s t e p , a ddt h e i n t e r a c t i o n X * M i n t o t h e e q u a t i o n I n t h i s study,themoderatingrelationshipwast estedusinghierarchicalregressionprocedures.

Beforeconductingregression,eachpredictorwascentredbyitsmeantomaximizeinterpret abilityandtominimizep r o b l e m s o f multicollinearity(Aiken& West,1 9 9 1 ) T h e n , ent erthecenteredindependentvariable(Xmean)andthemoderatorvariable(Mmean)inthe firstregressionmodel.

Inthesecondmodel,entertheinteraction(Xmeanx Mmean)intotheequation.IftheadjustedR2int hesecondmodelissignificantlyhigherthantheadjustedR2inthefirstmodelandthecoefficien tfortheinteractioniss i g n i f i c a n t , t h e r e i s e v i d e n c e t h a t t h e m o d e r a t o r v ariablem o d e r a t e s ther e l a t i o n s h i p b e t w e e n theindependentvariableandthedepen dentvariable.

Thet-testassesses whetherthemeansof two groupsarestatisticallydifferentfrome a c h other.Thisanalysisisappropriatewheneveryouwa nttocomparethemeansoftwogroups.Inthisstudy,theauthorusedTtesttoverifywhethe rdifferenceoflevelofjobs a t i sf ac t io n betweenmaleandfemaleexisted.

Summary

Int h i s c h a p t e r , o v e r v i e w o f t h e m e t h o d o l o g y u s e d f o r t h i s s t u d y wa s p r o v i d e d Thisc h a p t e r e m p h a s i z e d t h e c o n f i r m a t o r y f a c t o r analysist o verif yi n t e r p r e t a b l e a n d u n d e r s t a n d a b l e factorstructuresassociatedwitheachof themeasuredconstructs.Othertechniquesu s e d f o r dataanalysisincludingsampling,r e l i a b i l i t y analysis,c o r r e l a t i o n analysisandregressionanalysiswerealsodiscussed Contentofadjustedquestionnairesa n d measurementscalesofauthenticleadershi p,jobsatisfaction,self- efficacyando p t i m i s m wereintroduced.Basedonthemethodologyinthischapter,t heauthorp r o c e e d e d toanalysethedatareceivedfromsurveyinthenextchapter.

Thischapterpresentssampledemographic,statisticalanalysis,testsofhypotheses,answe rstoresearch questions and otherfindingsfromthisstudy.

M O S 2 0 0 s o f t w a r e D a t a analysisincludeddescriptive statistics, r e l i a b i l i t y o fscale, confirmatory factoranalysis ( C F A ) , correlationanalysis,regressionanalysis,an dt-test.

Datacleaning

Atotalof18 3responseswerereceived Allresponses werefully complete d.03responses( 1 , 6 7 % ) w e r e n o t q u a l i f i e d b e c a u s e i t d i d n o t m e t t h e “tim ew i t h l e a d e r ” c r i t e r i a (≥3m o n t h s ) C h e c k i n g d a t a o f t h e 7 o p e n s o c i o -demographicq u e s t i o n s a n d reverse- scoresitemsdidnotrevealedillogicalorunclearanswers.Atotalof180re sp o n ses were usedinthedataanalysisprocedures.

Profilesofqualified respondents

Amongthe180qualifiedrespondents,64respondents(35.6%)weremale,and116( 6 4 4 % ) werefemale.Thelargestagegroupofrespondentswas26to30(57.8%).Theeduca tionlevelofrespondentsincluded1.1% highschoolgraduation,10%collegegraduation,6 7 8 % u n i v e r s i t y g r a d u a t i o n a n d

2 1 1 % h i g h e r u n i v e r s i t y g r a d u a t i o n Workingyearswithcurrentorganization wassplitintolessthanorequalto12months( 2 1 1 % ) , 12-36months(44.1%),37- 60months(18.9%),morethan60months(18.9%).Workingyearswithcurrentleaderwassp litintolessthanorequalto1year(25.6%),1-

2years( 3 4 4 % ) , moret h a n 2 years( 4 0 % ) M o s t r e s p o n d e n t s w e r e w o r k i n g w i t h Vietnamesel e a d e r s ( 8 5 % ) T h e g e n d e r o f r e s p o n d e n t s ’ l e a d e r w a s male( 7

3 3 % ) a n d female(26.7%).Finally,incomeof respondentswassplitintoVND2-5million(12.2%),V N D 5- 10Million(41.1%),VND10-15Million(21.1%),VND15-10Million(14.4%) andaboveVND20Million(11.1%).Theresultsoftheparticipants’characteristics arep r e s e n t e d inTable4-2.

Socio-demographicvariables Frequency Percentage(%) Sex(n0)

Reliabilityofthemeasurements

WiththecriteriathatCronbachAlphashouldbeabove.60andcorrecteditem- totalcorrelationshouldbeabove.3,thescalesofauthenticleadership,self- efficacy,optimisma n d jobsatisfactionwere verygood.Table 4-

Variables corrected item- totalcorrelation CronbachAlpha

Confirmatoryfactoranalysis

Goodness-of-fitindices abbreviation Desiredrangeofv al u es fo r a goodfit

Chi-Square/DegreesofFreedomratio χ²)values/df 1to3 1.877

Correlation analysis

Effectsofauthenticleadership,self-efficacyandoptimismonjobsatisfaction

Tot e s t t h e h y p o t h e s e s , multipler e g r e s s i o n s w e r e u s e d I n t h i s c a s e , d e p e n d e n t v a r i a b l e isJobSatisfactionandindependentvariablesareAuthenticLeadershipando therdemogr aph ic variablesincludingnationalityofleader,educationoffollowe r,genderofleader,andlevel,tenure,ageandincomeoffollower.Th e CoefficientsandSig nificanta r e showninthebelowtable4-5:

(Constant),Lnationality,Education,GenderM,AuthenticLeader ,Level,Tenure,GenderE,Income,Age

Model SumofSquares df MeanSquare F Sig.

(Constant),Lnationality,Education,GenderM,AuthenticLeader,Level,Tenure,GenderE,Income,

5, AdjustedR Square was fo un d tobe0 1 9 1 which meanst h a t 1 9 1 % j o b s a t is f a c t i o n m a y bec a u s e d byau th en ti c l e a de r s h i p Withstandardizedcoefficientsβ=0.402a ndsignificantp=0.000,Authentic Leadershipwas p o s i t i v e associatedwithJobSatis faction.Therefore,hypothesisH1wassupported.

Moderatingeffectsofself-efficacyand optimismontherelationship between

Inthispart,theauthortestedthemoderatingeffectsofself-efficacy andoptimismo n t h e re l a t i o n s h i p b e t we e n authenticl e a d e r s h i p and j o bs a t i s f ac t i o n As mentionedi n p r e v i o u s chapter3,beforeconductingregression,eachpredictorwascente redbyitsmean(Aiken & West,1 9 9 1 ) T h e n t h e a u t h o r e n t e r e d t h e i n d e p e n d e n t v a r i a b l e ( a u t h e n t i c leadership)andthedependentvariable(jobsatisfaction )inthefirstregressionmodel.Inthes e c o n d model,t h e a u t h o r enteredt h e i n t e r a c t i o n ( c e n t e r e d i n d e p e n d e n t v a r i a b l e x c e n t e r e d m o d e r a t o r v a r i a b l e ) i n t o t h e e q u a t i o n T h e i n t e r a c t i o n i n c l u d e d A L m e a n x

(Constant),AuthenticLeader,Income,Tenure,GenderM,Lnatio nality,Education,GenderE,Level,Age b Predictors:

(Constant),AuthenticLeader,Income,Tenure,GenderM,Lnatio nality,Education,GenderE,Level,Age,ALmeanxSEmean,ALm eanxOPmean

Model SumofSquares df MeanSquare F Sig.

(Constant),AuthenticLeader,Income,Tenure,GenderM,Lnationality,Education,GenderE,Level,Ag e b Predictors:(Constant),AuthenticLeader,Income,Tenure,GenderM,Lnationality,Education,

GenderE,Level,Age,ALmeanxSEmean,ALmeanxOPmean c DependentVariable:JobSatis

As resultsinabovetable4-6,significantlevelofALmeanxSEmeanwas foundtobe.093(over.05).Therefore,Self- efficacydidnotplayamoderatingroleinther e l a t i o n s h i p betweenauthenticleadershipandjob satisfaction.

R S q u a r e inmodel2 w a s f o u n d t o b e 2 3 9 w h i c h w a s h i g h e r t h a n A d j u s t e d R S q u a r e inmodel1 (0.191).Therefore,optimismplayedamoderatingroleintherelationshipbet weenauthenticleadershipand jobsatisfaction St an da rd ize d C o e f f i c i e n t s β =-

Tob e c l e a r e r i n i n v e s t i g a t i n g t h e m o d e r a t i n g r o l e o f optimismonr e l a t i o n s h i p b et w e e n authenticleadershipandjobsatisfaction,theauthorgroupedtherespondentsi nto3 g r o u p s : g r o u p 1 i n c l u d i n g r e s p o n d e n t s whow e r e h i g h e r o p t i m i s t , g r o u p 2 i n c l u d i n g respondentswhowereloweroptimist,andgroup3includinggroup1andgroup2 Then,t h e authorrunregressionanalysisontherelationshipbetweenauthenticlead ershipandj o b satisfactionof2separatedgroups(group1andgroup2)andmixedgroup3includi ngal lr e s p o n d e n t s T h e s u m m a r i z e d r e s u l t o f t h i s r e g r e s s i o n a n a l y s i s i s s h o w n a s b e l o w table4-9.Moredetailsonthisregressionanalysiscanbefoundatappendix4.

7, ingroup 1which includedrespondents whowere h ig h er o p t i m i s t , a d j u s t e d

R s q u a r e w a s f o u n d t o b e 1 1 7 w h i c h meantt h a t a u t h e n t i c leadershipo n l y ex plained11,7%j o b s a t i s f a c t i o n , a n d S t a n d a r d i z e d C o e f f i c i e n t s w a s f o u n d t o b e 2 4 5 H o w e v e r , i n g r o u p 2 w h i c h i n c l u d e d r e s p o n d e n t s w h o w e r e l o w e r optimist,adjustedRsquarewasfoundtobe.401whichmeantthatauthenticle adershipe x p l a i n e d upto40.1%j o b satisfaction, andStandardized Coefficient swasfoundtobe

.637.Inthegroup3whichmixedgroup1andgroup2,theadjustedRsquare(1.91)and

StandardizedCoefficients(.402)wereinbetweenofgroup1andgroup2.Theseresultssh owedthem o d e r a t i n g effect ofoptimismontherelationship between authentic le adershipandjobsatisfaction:therelationshipwasstrongerwithlowerlevelofoptimism Therefore,hypothesisH3wassupportedbythisstudy.Thebelowfigure4-

Asm e n t i o n e d i n t h e p r e v i o u s C h a p t e r 3 , t h e a u t h o r u s e d t - t e s t t o comparet h e meanofjobsatisfactionlevel regardinggenderofrespondents.Asthe resultin thebelowt a b l e 4 - 8 showed thatsignificant inLevene'sTestwasabove.05andsignificantt-test forequality ofmeanswasabove.05,thedifferenceof jobsatisfaction levelregardinggendero f respondentwasnotsignificant.Therefore,differenceofjobsatisfac tionlevelbetweenmaleandfemalewasnotsupportedinthisresearch.

Table4-8:IndependentSamplesT- test:differenceofjobsatisfactionlevelong e n d e r ofrespondents.

GenderE N Mean Std.Deviation Std ErrorMean

Levene'sTestf o r EqualityofV ariances t-testforEqualityofMeans

Summary

AlltheresultsobtainedfromthesamplesdescribedinthepreviousChapter3werepr esen t ed inthischapter.Theresultsfocusedondifferentanalysessuchasconfirmatoryf a c t o r a nalysis,correlationanalysis,andregressionanalysis.Theimportantresultisthata n inter pretablefactorstructurewasfoundforeachofthefourconstructs.Eachconstruct’sfactorst ructureshowedacceptablelevelsoffitthankstoconfirmatoryanalysis.M o r e o v e r , s i g n i f i c a n t r e l a t i o n s h i p b e t w e e n a u t h e n t i c l e a d e r s h i p a n d j o b s a t i s f a c t i o n wasfoundinthisstudy.Inaddition,theresultalsoshowedthemoderatingr o l e o f o p t i m i s m i n t h e r e l a t i o n s h i p b e t w e e n a u t h e n t i c l e a d e r s h i p a n d j o b s a t i s f a c t i o n H o w e v e r , thisresearchdidnotsupportthemoderatingroleofself- efficacyinther e l a t i o n s h i p betweenauthenticleadershipandjobsatisfaction.Theim plicationsofthesef i n d i n g s willbeinterpretedanddiscussedinChapter5,togetherwi threcommendationsfori n t e r v e n t i o n a n d toimprovef u t u r e r e s e a r c h i n t h e f i e l d o f positiveo r g a n i z a t i o n a l b e h a v i o u r

Inthisfinalchapter,themajorfindingsofstudywillbediscussedwithregardtop r e v i o u s f i n d i n g s i n o t h e r s t u d i e s T h e i m p l i c a t i o n s o f findingsf o r managementp r a c t i c e s , limitationsofthepresentstudyanddirectionsforfutureresearchwillalsob ed i sc u s s ed

Discussionsoffindings

The author examines the differences in job satisfaction levels between males and females, revealing that the research indicates no significant disparity This finding aligns with the work of Sagol Jariyavidyanont (1978), who also concluded that gender does not play a significant role in job satisfaction.

Second,theauthorwouldliketodiscussabouttherelationshipbetweenauthenticlea dersandjobsatisfactionoftheirfollowers.Theresultofregressionanalysisinp r e v i o u s c h a p t e r s u g g e s t s t h e s i g n i f i c a n t p o s i t i v e r e l a t i o n s h i p e x i s t s b e t w e e n a u t h e n t i c lea dershipa n d jobsatisfaction( β= 0 4 0 2 a n d p = 0 0 0 0 ) T h i s f i n d i n g i s i n l i n e w i t h T h ử n i s s e n (2009)andAndrei(2012)whoalsoreportedthesignificantrelationshipb et w e e n a u t h e n t i c l e a d e r s h i p a n d j o b s a t i s f a c t i o n M o r e o v e r , a c c o r d i n g t o I l i e s e t al.(2005),s i n c e a u t h e n t i c l e a d e r f o c u s o n w e l l - b e i n g a n d e m o t i o n ofh i s f o l l o w e r s , h i s f o l l o w e r s willhavehi gh levelof j o b satisfaction.As m en ti one d inliteraturereview inchapter2,thehighleveloftrust offollowerswhentheyworkwiththeirauthenticleaderm a y m a k e t h e m s a t i s f i e d i n j o b I n s h o r t , i t seemsa p p a r e n t t h a t a u t h e n t i c l e a d e r s h i p b e h a v i o u r s haveastro nginfluenceonlevelsoffollowerjobsatisfaction.

Third,t h e moderatingeffectofself- efficacyonr e l a t i o n s h i p b e t w e e n a u t h e n t i c leadershipandjobsatisfactionisalsodisc ussed.Althoughself- efficacycorrelatewithjobs a t i s f a c t i o n andauthenticleadership,themoderatingroles ofself-efficacyonthe relationshipb e t w e e n a u t h e n t i c l e a d e r s h i p a n d j o b s a t i s f a c t i o n i s n o t s u p p o r t e d bythisstudy.

The moderating effect of optimism on the relationship between authentic leadership and job satisfaction is significant This study supports the hypothesis that the connection between authentic leadership and job satisfaction is stronger among individuals with lower levels of optimism Those with high optimism tend to exhibit greater career planning and decision-making confidence, making them less influenced by authentic leaders compared to pessimists Pessimists, often feeling helpless and viewing themselves as victims, struggle to control their circumstances and tend to blame themselves for their problems Consequently, the role of authentic leaders is crucial for enhancing job satisfaction among pessimists, as they equip their followers with the knowledge, skills, and motivation needed to take charge of their own destinies.

Practicalimplications

Astheresultfromprevioussection,authenticleadershipplaysanimportantroleinj o b satisf actionof followers,especiallytopessimists.Whenemployeesaresatisfied,theyt e n d tobemoreproduct ive,lessabsentinwork,moreloyaltoorganization,whichhelpo r g a n i z a t i o n todevelop andbesuccessful.

Authenticleadersarewhoare“deeplyawareofhowtheythinkandbehaveandarep er ceiv e d byothersasbeingawareoftheirownandothers’values/ moralperspectives,knowledge, a n d s t r e n g t h s ; a w a r e o f t h e c o n t e x t i n w h i c h theyo p e r a t e ; a n d w h o a r e confident,hopeful,optimistic,resilient,andofh ighmoralcharacter”(Avolio,Luthans,a n d W a l u m b w a , 2 0 0 4 ) RobinSharmaalso list10 things that authenticleadersalwaysdoincludings p e a k i n g t h e t r u t h ; l e a d i n g fromt h e h e a r t

; h a v i n g r i c h moralf i b e r ; b e i n g c o u r a g e o u s ; b u i l d i n g teamsandcreatingcommunities;deepeningthemselves;beingdreamers;c a r i n g f o r themselves;c o m m i t t i n g t o e x c e l l e n c e r a t h e r t h a n p e r f e c t i o n ; a n d leavingalegacybyaddingdeepvaluetoeveryonethattheydealwithandleaving the world abetterplaceintheprocess.

According to Cooper, Scandura, and Schriesheim (2005), authentic leaders such as Gandhi, Nelson Mandela, and Mother Teresa exemplify innate leadership qualities While some individuals may naturally possess the traits of authentic leaders, others may require guidance to unlock their potential Research on authentic leader development is still in its infancy, leaving questions about the trainability of authentic leadership unanswered (Cooper et al., 2005) However, May, Chan, Hodge, and Avolio (2003) argue that most individuals have the inherent capacity to become authentic leaders, needing direction to cultivate authentic moral leadership within organizations Sims and George (2007) emphasize the importance of individuals relying on their internal compass to stay true to their core values and take responsibility for their leadership growth By continuously challenging themselves through real-world experiences and reframing their life stories, individuals can uncover their passions and the purpose behind their leadership The values that underpin authentic leadership are tested under pressure, shaping the principles that authentic leaders will employ to inspire others.

Taking an active role in reflecting on experiences is crucial for becoming an authentic leader As noted by George, Sims, McLean, and Mayer (2007), discovering authentic leadership requires a commitment to personal development Leadership qualities are not innate; rather, everyone has the potential to become a leader through reflection, guidance, and dedication The journey toward authentic leadership is about uncovering one's true self and understanding the purpose of one's life's work.

Limitationsandrecommendationsforfutureresearch

Despitethenecessary accuracyanddeliberation, therearevarious limitation softhisstudyandrecommendationtothefutureresearchwillbealsodiscussed.

Second,the hy po th eses of t h i s research wer e testedwithhierarchicalregr ession analysisa n d n o t withs t r u c t u r a l e q u a t i o n modeling( S E M ) Int h i s r e s e a r c h , a l l h y p o t h e s i z e d r e l a t i o n s h i p s w e r e t e s t e d s e p a r a t e l y , w h i l e S E

M a l l o w s f o r t e s t i n g t h e completeresearchmodelatonce.Mostresearchinthefie ldofauthenticleadershipandp s y c h o l o g i c a l capitalhasusedSEM(Carstenetal. ,2008;Luthans,Avolioetal.2007;Walumwa,2008;Walumwa,Avolioetal.,2008;Walu mbwa,Wangetal.2008),butthisw a s beyondt h e s c o p e o f t h i s r e s e a r c h F u t u r e r e s e a r c h s h o u l d p e r f o r m r e s e a r c h withstructuralequationmodeling(SEM).

Third,thisresearchonlyassessesthemoderatingvariablesofoptimismandself- efficacy.Futureresearchshouldinvestigatethemoderatingrolesofothercomponentsofp s y c h o l o g i c a l capitalsuchashopeandresilience.

Forth,datacollectionusedinthisstudyhassomelimitation.Bycollectingdataviaweb- based survey,thisresearchonlyapproachedpeoplewhousually useinternet.Futureresearchshouldbeperformedwithpaper- basedsurveyformoreaccurateresults.

Finally,thisresearchonlyperformsanalysisofvarianceongenderofemployees.F u t u r e r e s e a r c h s h o u l d p e r f o r m r e s e a r c h A N O V A o n t h e o t h e r d e m o g r a p h i c v a r i a b l e s suchasincome,ageofmanager,ageofrespondents,genderofmanager…

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Tôi là sinh viên cao học ngành Quản trị Kinh doanh tại Trường Đại học Kinh tế TPHCM, đang nghiên cứu mối liên hệ giữa phong cách lãnh đạo chân thực và sự hài lòng của nhân viên Tôi cam kết rằng tất cả thông tin được cung cấp sẽ hoàn toàn bảo mật.

Lưu ý rằng tất cả các câu trả lời đều không có ý kiến đúng hay sai; mọi ý kiến của bạn đều có giá trị và chỉ nhằm mục đích kiểm định thống kê các giả thuyết nghiên cứu.

Chúng tôi rất biết ơn sự giúp đỡ của Anh (Chị).

A MụcnàytìmhiểuvềphongcáchcủalãnhđạocủaSếpcủaAnh(Chị)theonhậnđịnhcủaA nh(chị).Hãyđánhgiámứcđộthườngxuyênphùhợpvớiphongcáchlãnhđạocủah ọ b ằ n g cáchkhoanhtrònnhữngsốtươngứngđối vớimỗinhậnđịnh.

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3 ĐềcửAnh(Chị)nắmg i ữnhữngvịtr côngviệcgiúppháttriểnnhững giátrịsốngcủaAnh (Chị)

B SauđâylànhữngđánhgiácủaAnh(Chị)vềcôngviệchiệntạicủaAnh(Chị).Xinhãyđ á n h gi ácảmnhậncủaAnh(Chị)vềcôngviệchiệntạibằngcáchchọnnhữngsốứngvớin h ậ n địnhphù hợp:

7 Tôicảmthấytựtin khi trình bàythôngtinchomộtnhóm đồngnghiệpcủatôi.

8 Trongcôngviệc,nếucónhữngđiềuxấucóthểđếnvới tôi thìt ô i nghĩthếnàonó cũngđến (R)

Anh(Chị)đã làmchocông tyhiệntạibaolâu?……… năm……tháng

Anh(Chị)đã làmviệcvới Sếp Anh(Chị)trongbao lâu?……… năm…… tháng

A survey conducted by the University of Economics Ho Chi Minh City aims to explore the connection between authentic leadership and employee job satisfaction within Vietnamese organizations Participation in this study is confidential, and respondents are requested to seal their completed questionnaires in the provided envelope Thank you for your valuable support.

A Thefollowingsurveyitemsrefert o y o u r leader’sstyle,a s y o u perceivei t Pleasej u d g e howfrequentlyeachstatementfitshisorherleadershipstyleusingthef o l l o w i n g sca leandcirclingthesuitablenumberforeachstatement:

Note:i f youh a v e m o r e t h a n 1 leader,p l e a s e a s s e s s t h e o n e w h o m o s t andd i r e c t l y influenceyou.

4 listensc a r e f u l l y todifferentp o i n t s o f v i e w beforec o m i n g t o conc lusions

B Thefollowingsurveyitemsrefertoyourcurrent situation.Pleasejudgehowyoufeela b o u t yourselfusingthefollowingscaleandcirclingt h e suitablenumberf or eachstatement

8 Ifsomething cangowrongfor mework-wiseit will (R) 1 2 3 4 5 6 7

C Thefollowingsurveyitemsrefertoyourjobsatisfaction.Pleasejudgehowsatisfiedyo ufeela b o u t j o b usingt h e followingscalea n d circlingt h e suitablenumberf o r eachsta tement:

Howlonghaveyouworkedforyourcurrentcompany?……… years…… monthH ow longhaveyouworkedwithyour manager? ……… years…… monthNationalityof yourmanager?

Selfefficacy2 5.5667 1.342 667 a a.The valueisnegativeduetoanegative average covariance among items.Thisviolatesreliability modelassumptions.Youmay wanttocheck itemcodings.

Model NPAR CMIN DF P CMIN/DF

Model RMR GFI AGFI PGFI

Model RMSEA LO90 HI90 PCLOSE

Model AIC BCC BIC CAIC

Model ECVI LO90 HI90 MECVI

Model ECVI LO90 HI90 MECVI Saturatedmodel 1.341 1.341 1.341 1.472 Independencemodel 12.321 11.494 13.188 12.337

(Constant),Lnationality,Level,AuthenticLeader,GenderM,Tenure,Income

Model SumofSquares df MeanSquare F Sig.

(Constant),Lnationality,Level,AuthenticLeader,GenderM,Tenure,Income,Education,Gender

1 Lnationality,Auth enticLeader,Tenu re,GenderE,Age,I n c o m e , Gender

(Constant),Lnationality,AuthenticLeader,Tenure,GenderE,Age,Income,

Model SumofSquares df MeanSquare F Sig.

(Constant),Lnationality,AuthenticLeader,Tenure,GenderE,Age,Income,GenderM,Educati on,Level b DependentVariable:JobSatis

Resultofregressionanalysisonrelationshipbetweenauthenticleadershipandjobs a t i s f a c t i o n ofgroup3(respondentswithalllevelofjobsatisfaction– mixofgroup1and group2):

GenderM,Lnation ality,Education,G enderE,Level,

(Constant),AuthenticLeader,Income,Tenure,GenderM,Lnationality,Ed ucation,GenderE,Level,Age

Model SumofSquares df MeanSquare F Sig.

(Constant),AuthenticLeader,Income,Tenure,GenderM,Lnationality,Education,GenderE,Level,Ag e b DependentVariable:JobSatis