(Luận văn thạc sĩ) relationship between authentic leadership and job satisfaction moderating roles of self efficacy and optimism , luận văn thạc sĩ

INTRODUCTION TO THE STUDY

Research background

Human resources are the most vital asset for organizational success, surpassing reputation, customers, technology, and physical resources Effective manpower is crucial for business development, making talent retention a significant challenge for organizations Berry (1997) emphasizes that enhancing job satisfaction is key to organizational success, while Robbins & Judge (2007) found that satisfied employees contribute to higher productivity Therefore, improving employee satisfaction is essential for any organization aiming to thrive.

Leadership has been a critical practice for thousands of years, with over 50 years of research aimed at understanding its impact within organizations (Bass, 1990) Effective leaders are essential for fostering successful teamwork, high morale, and strong performance, while ineffective leadership can lead to job dissatisfaction, low commitment, and poor outcomes (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, where major organizations like Hàng Hải Đông Đô, Masan Group, and Quoc Cuong Gia Lai misled investors about their profitability, as noted by Thuc (2011) Similarly, high-profile cases involving WorldCom, Enron, General Motors, and Lehman Brothers have highlighted a significant decline in ethical standards among top managers in the U.S These issues, compounded by societal challenges such as terrorism, an aging population, and environmental pollution, have eroded investor trust The National Leadership Index 2009 revealed that 63% of Americans distrust business leaders, with 83% believing they prioritize personal or special interests over societal well-being In this challenging landscape, there is an urgent need for more positive and authentic leadership, emphasizing reliability, integrity, and authenticity as crucial traits for business leaders (Avolio & Gardner, 2005; Blausten, 2009).

In today's evolving global business landscape, authentic leadership has emerged as a vital concept It emphasizes the importance of openness and clarity in a leader's behavior, which includes sharing essential information for decision-making, valuing input from others, and revealing personal values and motives This transparency allows followers to better evaluate the leader's competence and ethical standards Business professionals are increasingly advocating for leaders who prioritize purpose, values, and integrity, fostering enduring organizations, motivating employees to enhance customer service, and generating long-term value for shareholders.

Research objectives

This study investigates how authentic leadership behaviors impact followers' job satisfaction, while also exploring the potential moderating effects of self-efficacy and optimism on this relationship The research seeks to answer two key questions: "How does authentic leadership influence follower job satisfaction?" and "What roles do self-efficacy and optimism play in moderating the relationship between authentic leadership and job satisfaction?"

In order to answer to this research question, the following four sub-questions are addressed in this research:

1 What is the relationship between authentic leadership and follower job satisfaction? h

2 How does self-efficacy play a moderating role in the relationship between authentic leadership and job satisfaction?

3 How does optimism play a moderating role in the relationship between authentic leadership and job satisfaction?

4 Is job satisfaction level different between male and female?

Research scope and approach

This study takes place in Ho Chi Minh City, Vietnam's largest city, and focuses on respondents who have worked with their leaders for a minimum of three months This timeframe ensures that followers have sufficient opportunity to observe and be influenced by their leaders' behaviors.

The study exclusively targets employees with a high school diploma or higher, which enhances feasibility due to time and resource constraints This specific population allows for the effective use of online surveys, simplifying the process of addressing the research questions.

This study focuses on self-efficacy and optimism as key moderating variables, both of which are integral components of psychological capital While these two elements are examined, the study does not include the other components of psychological capital, namely resilience and hope.

The research is structured in two primary phases: a pilot study, which includes two sub-phases, and the main study The pilot study aims to evaluate the content and assess the measurement scales, while the main study is designed to validate these scales, test the hypotheses, and confirm the overall research model.

Research structure

The structure of study includes 5 chapters as following:

Chapter 1: Introduction will provide the research background, research objectives, as well as research scope and approach h

Chapter 2: Literature review provides theoretical and empirical background behind the hypothesized research model

Chapter 3: Methodology details the methodologies the author use to conduct this research

Chapter 4: Analysis is conducted based on the collected data to test the hypotheses and answer the research questions

Chapter 5: The author discusses the results; provide practical implication and possible directions for future research h

LITERATURE REVIEW, THEORETICAL FRAMEWORK AND HYPOTHESES

Authentic leadership

The modern concept of authenticity has developed over the last 80 years, as noted by Erickson (1995) The Concise Oxford English Dictionary defines authenticity as being "genuine, original, not a fake." Harter (2002) traces the origins of this term back to Greek philosophy, emphasizing the idea of being true to oneself.

Authenticity is defined by Harter (2002) as acting in alignment with one's true self, where self-expression reflects inner thoughts and feelings It encompasses the integration of personal experiences, such as values, beliefs, and emotions, leading to genuine behavior Furthermore, Kernis (2003) describes authenticity as the unobstructed functioning of one's core self in daily activities.

Authenticity and sincerity are often misunderstood as synonymous, but they have distinct meanings According to Linonel Trilling (as cited by Avolio & Gardner, 2005), sincerity is defined as the alignment between one's expressed feelings and actual emotions In contrast, authenticity refers to being true to oneself Sincerity involves accurately representing oneself to others, while authenticity focuses on self-truth Thus, sincerity is about being genuine with others, whereas authenticity is about being genuine with oneself (Erickson, 1995 & Trilling, 1972).

Research on authenticity has historically concentrated on inauthenticity, with sociologist Seeman (1960) developing a scale that identifies inauthentic leaders as those excessively conforming to stereotypical expectations Concurrently, Hill and Stone (1960) highlighted the significance of positive thinking in achieving success Modern scholars exploring authentic leadership now draw from positive psychology, emphasizing the positive dimensions of authenticity This study adopts a definition of authenticity rooted in positive psychology, where Harter et al (2002) define it as the alignment of one’s thoughts, beliefs, and emotions with one’s true self, advocating for genuine expression and behavior.

Gardner et al (2005) suggests the 4 core components of authentic leadership including self-awareness, the self-regulatory processes of balanced processing, authentic behavior and relational transparency

Self-awareness is one of the most important characteristics of an authentic leader

To cultivate authentic leadership, self-awareness is essential, as highlighted by Avolio and Luthans (2005) Bill George (2011) defines self-awareness as the understanding of one's emotions and their effects A significant connection exists between self-awareness and self-reflection, enabling authentic leaders to gain clarity about their core values, identity, emotions, motives, and goals through introspection.

Kernis (2003) defines self-awareness in the context of authenticity as the understanding and trust in one's motives, feelings, desires, and self-relevant thoughts An authentic leader with high self-awareness recognizes their strengths, weaknesses, and complex identity This process of self-awareness allows individuals to express their unique values, identity, emotions, and goals A deeper exploration of these four components of self-awareness will be provided below.

According to Erickson (1995), individuals who remain authentic to themselves adhere to their core values Schwartz defines these values as the guiding principles that influence how social actors—such as organizational leaders, policymakers, and individuals—choose actions, assess people and events, and articulate their decisions and judgments.

Values serve as universal standards for behavior and assessment, guiding actions that align with the needs of a leader's community and organizational unit These values are acquired through socialization processes.

Self-knowledge involves not only an understanding of personal values but also a deep emotional awareness It includes recognizing one's emotions and comprehending their impact on cognitive processes and decision-making This emotional awareness is a fundamental aspect of emotional intelligence, which is crucial for effective leadership Authentic leaders are attuned to their own emotions as well as those of others, allowing them to make decisions that are not solely influenced by momentary emotions.

Identity, as defined by Schlenker (1985), is a comprehensive theory that encapsulates an individual's relevant features, characteristics, and experiences Self-identification involves both private reflection and public expression through various activities that convey one's identity Authentic leaders naturally integrate their leadership role into their interpersonal identity, achieving a strong person-role merger Shamir and Eilam (2005) assert that authentic leaders do not adopt a façade; instead, their leadership is a genuine expression of who they are George Borst, CEO of Toyota Financial Services, highlights the importance of self-awareness in leadership, cautioning against the creation of a "podium persona" that misrepresents one's true self, as people can discern authenticity from inauthenticity.

Goals are best understood through self-awareness, serving as "contextualized schemas that direct current information processing" (Lord, Brown & Freiberg, 1999) In leadership, the distinction between self-view and possible selves is crucial Goals linked to self-views promote self-enhancement, as individuals aim to perceive themselves positively, while goals associated with possible selves foster self-verification, leading individuals to seek accurate feedback on their progress Authentic leaders are motivated by self-verification, focusing on personal and others' development through genuine self-presentation to gain insightful feedback Additionally, Gardner et al (2005) highlight the importance of ideal self-guides (hopes and aspirations) and ought self-guides (duties and obligations) Authentic leaders, being self-aware and true to themselves, typically experience less discrepancy between their ideal selves and their perceived obligations.

Balanced processing, also known as unbiased processing, is a key component of authenticity in leadership Defined by Kernis (2003), it involves the ability to acknowledge and accurately assess private knowledge, internal experiences, and external evaluative information without distortion or exaggeration Authentic leaders excel in processing self-relevant information objectively and accurately However, achieving this level of unbiased processing is challenging, as highlighted in social psychology research by Tice and Wallace.

(2003) find that people are inherently imperfect in processing (self-relevant) information

Individuals often perceive themselves based on their assumptions about how others view them, rather than the reality of others' perceptions (Tice & Wallace, 2003) Those with high self-esteem, in particular, may resist or undervalue external feedback, finding it challenging to acknowledge their own flaws or negative traits.

According to Kernis (2003), a common tendency among individuals, particularly leaders, is self-deception, as illustrated in the book "Leadership and Self-Deception" by The Arbinger Institute (2000) This work highlights how leaders often convince themselves that their actions are justified, believing they are acting for the right reasons.

Authentic leadership, as described by Kernis (2003), involves unique information processing mechanisms that set these leaders apart from others They possess a low ego, allowing them to objectively assess and acknowledge their strengths and weaknesses This objectivity extends to their understanding of both positive and negative qualities within themselves Ilies et al (2005) emphasize the importance of unbiased information selection, highlighting that authentic leaders seek out challenging situations that promote personal growth and self-verification rather than merely confirming their self-image.

Job satisfaction

Job satisfaction is a prominent topic in fields such as industrial-organizational psychology, social psychology, and human resource management, as noted by Cranny, Smith, and Stone (1992) Due to varying perspectives among authors, numerous definitions of job satisfaction exist, reflecting the complexity of this construct.

Job satisfaction is defined by Hoppock (1935) as a blend of psychological, physiological, and environmental factors that lead an individual to genuinely express satisfaction with their job This perspective highlights the various internal and external influences on an employee's feelings Ivancevich and Donnelly (1968) describe job satisfaction as the worker's positive outlook on their current role, while Smith, Kendall, and Hulin (1969) characterize it as the emotional responses to different aspects of the work situation.

Job satisfaction, as defined by Statt (2004), refers to the degree to which employees feel content with the rewards from their jobs, especially concerning intrinsic motivation This concept encompasses the attitudes and emotions that workers experience in their roles Positive attitudes signify job satisfaction, while negative attitudes reflect job dissatisfaction (Armstrong, 2006).

Job satisfaction is commonly defined as an employee's attitude towards their job, influenced by various factors in the working environment Essentially, it reflects how well an employee perceives their job in meeting their personal needs and values.

Job satisfaction influences on various aspects of organizational life such as organizational commitment, loyalty and absenteeism

The relationship between job satisfaction and organizational commitment has been increasingly recognized in recent years, despite ongoing debates about whether satisfaction drives performance or vice versa (Luthans, 1998; Carrell, Jennings, and Heavrin, 1997).

Employees who are satisfied with their jobs are less likely to be absent, which can significantly reduce costs for companies To minimize absenteeism, managers should focus on enhancing job satisfaction, as a higher level of satisfaction is directly linked to lower absenteeism rates.

Employee loyalty is crucial for human resource managers, encompassing three main types: affective, normative, and continuity loyalty Affective loyalty reflects an emotional connection to the company, normative loyalty arises from a sense of obligation to the organization, and continuity loyalty occurs when employees feel they have no alternative job options Research by Vanderberg and Lance (1992) involving 100 employees in the information services sector over five months found a strong correlation between job satisfaction and employee loyalty, indicating that higher job satisfaction leads to increased loyalty among employees.

Recent research highlights several factors positively associated with job satisfaction, with a significant focus on personal characteristics and work-related elements in the existing literature.

Personal variables, including age, gender, and education, significantly influence job satisfaction Research by Waskiewicz (1999) suggests a U-shaped relationship between age and job satisfaction, where younger employees initially report high satisfaction, which declines over time before increasing again in older age Older workers tend to exhibit greater job satisfaction compared to their younger counterparts (Wangphanich, 1984) However, Coll and Rice (1990) argue that age may not have a direct correlation with job satisfaction Similarly, findings on the impact of gender on job satisfaction remain inconclusive, as noted by Hollen and Gemmell.

A comparison of job satisfaction levels among community-college professors revealed that male professors reported higher overall job satisfaction than their female counterparts (Wangphanich, 1984) However, a study by Sagol Jariyavidyanont (1978) at NIDA found no significant differences in job satisfaction based on gender, age, education, or work experience Education plays a complex role in influencing job satisfaction; Carrel and Elbert (1974) identified a negative correlation, suggesting that highly educated employees often feel dissatisfied with routine tasks Conversely, Quinn and Baldi de Mandilovitch (1980) found a positive relationship between educational attainment and overall job satisfaction.

Work-related factors significantly influence job satisfaction, with challenging roles that allow employees to showcase their skills and engage in diverse tasks being particularly valued According to Arnold and Feldman (1986), employees prefer jobs that provide autonomy and constructive performance feedback Locke (1976) suggests that interesting and challenging work correlates with higher job satisfaction levels Additionally, having friendly and supportive coworkers contributes to overall job satisfaction, as highlighted by Ducharme and Martin (2000), who found that emotional support from colleagues enhances employee satisfaction (in DeMato, 2001).

Salary is a crucial factor influencing job satisfaction as it meets both basic and higher-level employee needs, serving as a reflection of management's assessment of their contributions (Luthans, 2001) While fringe benefits also enhance job satisfaction, they are generally considered less significant than salary Research by Derlin and Schneider (1994) emphasizes the importance of both salary and benefits in understanding job satisfaction Additionally, opportunities for professional development have a varied impact on job satisfaction, with a focus on intellectual growth and skill enhancement becoming more valued than traditional promotions Employees who can expand their knowledge and skills report higher job satisfaction (Waskiewicz, 1999; Luthans, 2001) Furthermore, the quality of supervision significantly affects employee attitudes, as indicated by research linking job satisfaction to supervisory styles (DeMato, 2001) Lastly, effective organizational communication has been shown to positively correlate with employee commitment (Brunetto, 2002).

The influence of authentic leadership on job satisfaction

Research by Gardner et al (2005) highlights the positive link between authentic leadership and job satisfaction, a concept further validated by the Authentic Leadership Questionnaire developed by Walumbwa, Avolio et al (2008) Avolio (1999) suggests that working with authentic leaders fosters trust over time, which subsequently enhances followers' job satisfaction (Dirks and Ferrin, 2002) Additionally, authentic leaders' positive moods can influence their followers through social contagion, leading to increased job satisfaction among team members Therefore, the following hypothesis is proposed:

Hypothesis 1: Authentic leadership is positively related to follower’ job satisfaction.

Self-efficacy

Self-efficacy, a concept rooted in Bandura's social cognitive theory, highlights the importance of human agency and the belief that individuals can influence their actions (Bandura, 2006) Defined by Bandura (1977) as the belief in one's ability to succeed in specific situations, self-efficacy significantly impacts how individuals approach goals, tasks, and challenges.

In 2006, Schunk and Meece highlighted that individuals are inherently self-organizing, proactive, self-regulating, and self-reflecting This self-efficacy significantly influences personal goals and behaviors, as it is shaped by individual actions and environmental conditions Furthermore, Bandura emphasized that self-efficacy plays a crucial role in how people perceive environmental opportunities and challenges.

2006) and affect choice of activities, how much effort is used on an activity, and how long people will persist when facing obstacles (Pajares, 1997) Stajkovic and Luthans

In the realm of positive organizational behavior, self-efficacy is defined as an individual's confidence in their ability to mobilize the necessary motivation, cognitive resources, and actions to successfully complete a specific task within a particular context Bandura (1982) emphasizes that self-efficacy is a situation-dependent variable that evolves with experience and can change over time.

There are some reports which show the mediating roles of self-efficacy between authentic leadership and job satisfaction

Authentic leaders are characterized by their genuine approach to leadership, prioritizing values and convictions over personal gains or status (Shamir and Eilam, 2005) They enhance their followers' confidence by helping them recognize their own abilities, which in turn boosts self-efficacy By modeling positive behaviors and expressing verbal confidence, authentic leaders foster a supportive environment that encourages vicarious learning and verbal persuasion, both of which are essential for developing self-efficacy, as identified by Bandura.

Self-efficacy is a significant predictor of job satisfaction, as established in various studies (Judge et al., 1998; Judge & Bono, 2001) It refers to an individual’s belief in their ability to cope and succeed, which fosters positive self-assessments Individuals with high self-efficacy are better equipped to tackle challenges, leading to greater job satisfaction (Judge & Bono, 2001) Moreover, self-efficacy, along with hope, optimism, and resilience, constitutes key components of psychological capacities (Luthans et al.).

Research conducted in the United States and China demonstrates a positive correlation between employees' psychological capital and job satisfaction among followers (Luthans et al., 2007; Luthans et al., 2008).

Recent research highlights the significant impact of self-efficacy beliefs on job satisfaction in educational settings Studies indicate that individuals with high self-efficacy are more likely to exert greater effort towards achieving their goals, leading to increased job satisfaction (Caprara et al., 2003; Lau, 2012).

While some studies have documented the mediating effects of self-efficacy on the relationship between authentic leadership and job satisfaction, there is currently a lack of research exploring the moderating roles in this dynamic Therefore, the author proposes the following hypothesis.

Hypothesis 2: Self-efficacy moderates the relationship between authentic leadership and job satisfaction: the relationship is stronger with higher level of self- efficacy.

Optimism

Optimism, as defined by Chang (2001), is the expectation that positive outcomes will occur, shaping an individual's emotional outlook towards the future and playing a crucial role in personal agency (Hitlin and Elder, 2007) Optimistic individuals tend to credit their successes to internal, stable, and global factors, such as their own abilities, while viewing failures as the result of external, temporary, and specific circumstances This mindset not only fosters a belief in future success but also leads to more frequent experiences of positive emotions (Gardner & Schermerhorn, 2004).

Research indicates that optimism plays a mediating role between authentic leadership and job satisfaction Authentic leaders, characterized by self-confidence and a strong sense of self, tend to be highly optimistic (Gardner et al., 2005) This optimism is positively linked to job satisfaction (Youssef & Luthans, 2007) and can inspire followers to adopt a similar optimistic outlook (Wunderley, Reddy & Dember, 1998) Optimistic employees are generally more motivated, satisfied, and ambitious However, excessive optimism can lead to a lack of accountability for failures and unrealistic goal-setting, highlighting the importance of realistic optimism (Peterson, 2000) Emphasizing realistic optimism among managers and employees has been shown to enhance performance and satisfaction (Gardner & Schermerhorn, 2004).

While some studies have indicated that optimism mediates the relationship between authentic leadership and job satisfaction, there is currently no empirical evidence demonstrating its moderating role in this dynamic Consequently, the author proposes the following hypothesis.

Hypothesis 3: optimism moderates the relationship between authentic leadership and job satisfaction: the relationship is stronger with lower level of optimism.

Summary

This chapter explores the definition, history, and components of authentic leadership, as well as its relationship with job satisfaction, optimism, and self-efficacy Previous research indicates a connection between these variables; however, there is a lack of studies examining the moderating effects of optimism and self-efficacy on the relationship between authentic leadership and job satisfaction Therefore, the author proposes to investigate these moderating roles in this research A summary of all hypotheses is illustrated in Figure 2-1.

RESEARCH METHODOLOGY

Research design

This quantitative study divided into 2 main phases: pilot study (including of 2 sub- phases) and main study

The first sub-phase of the pilot study involved in-depth interviews with a small group of five target participants to evaluate the clarity and meaning of the terminology used in the measurement scales Based on their feedback, the draft questionnaire was revised for the subsequent phase of the pilot study In the second phase, an online survey was administered to a larger group of 50 target participants to assess the internal consistency of the measurement scales, as well as the response rate and quality of the responses.

Following the pilot study, the main research was executed through an online survey method via a web-based platform (https://docs.google.com) The objectives included validating the measurement scales, testing the hypotheses, and confirming the research model The author opted for an online survey due to its numerous advantages, including cost-effectiveness, speed, accuracy, ease of analysis, participant convenience, increased honesty, and flexibility.

The process of this research is shown in figure 3-1: h

Questionnaire development

The survey was divided into four sections: authentic leadership, self-efficacy, optimism, and job satisfaction Following Babbie's (1998) guidelines, concise instructions were provided at the start of each section Participants rated items on a Likert-type scale from 1, indicating "never" or "disagreed," to 7, signifying "always" or "strongly agreed."

Authentic leadership was measured by the recently developed 16-item Authentic Leadership Questionnaire (ALQ) (Avolio, Gardner & Walumbwa, 2007) The four

Define research problem; identify research objectives and scope

Review literature; Adapt conceptual framework

Pilot Study 1: Conduct qualitative study (in-depth interviews) to check the content and meaning of words

Pilot Study 2: Examine the internal consistency questionnaire

Main survey: Conduct data collection

Analyze data: Validate scales using Cronbach alpha, Confirmatory Factor

In conclusion, the study by Walumbwa, Avolio et al (2008) confirms the theoretical framework of authentic leadership, identifying four key factors: self-awareness, balanced processing, authentic behavior, and relational transparency These elements are essential for fostering effective leadership practices Recommendations for future research should focus on exploring the implications of these factors in various organizational contexts to enhance leadership effectiveness and employee engagement.

Authentic leadership is built on five core constructs that enhance effective management Key attributes include self-awareness, exemplified by leaders who understand the impact of their actions on others Balanced processing is demonstrated when leaders listen carefully to diverse perspectives before reaching conclusions Ethical conduct is vital, as authentic leaders make challenging decisions grounded in high moral standards Furthermore, relational transparency is crucial, with leaders who communicate difficult truths openly These elements collectively foster a trustworthy and effective leadership approach.

Job satisfaction was assessed using a reliable short form of the Brayfield Rothe scale, consisting of five items, which has been widely utilized in research studies (Brayfield & Rothe, 1951; Bono & Judge, 2003; Walumbwa et al.).

The response scale for the survey ranged from 1 (Strongly agree) to 7 (Strongly disagree), assessing five key statements about job satisfaction These statements include expressions of enthusiasm for work, overall job satisfaction, enjoyment derived from work, the perception of time at work, and the unpleasantness of the job, with the last two items being reverse-scored to accurately reflect attitudes towards job satisfaction.

The study assessed Optimism and Self-Efficacy using 12 items from the Psychological Capital Questionnaire, which is based on the 24-item Psychological Capital framework developed by Luthans, Youssef, and Avey (2007) Six specific Self-Efficacy items were highlighted, including statements such as feeling confident in analyzing long-term problems, representing one's work area in management meetings, contributing to discussions on company strategy, setting targets in the work area, engaging with external contacts like suppliers and customers, and presenting information to colleagues.

Optimism in the workplace is reflected in the belief that even during uncertain times, one can expect positive outcomes Embracing a hopeful perspective, many individuals focus on the bright side of their job and maintain a positive outlook for their future career prospects While challenges may arise, the mindset that every cloud has a silver lining helps to navigate difficulties, reinforcing the idea that setbacks are temporary and opportunities for growth exist.

Translation of the questionnaire

Surveys were translated into Vietnamese using cross-cultural translation procedures, specifically following the guidelines established by Harkness and Schoua-Glusberg (1998) The translation process employed a committee approach, where multiple translators independently translated the same questionnaire, as recommended by Brislin (1980) During a reconciliation meeting, the translators compared their translations, resolved discrepancies, and agreed on a final version that incorporated the best elements from each independent translation In this study, a committee of two translators was utilized.

Back translation, as defined by Harkness & Schoua-Glusberg (1998), involves translating a translated text back into its original language This process allows for a comparison between the back-translated text and the source material, enabling an assessment of the translation's quality In the context of survey translation, back translation serves as a valuable method for researchers who require insights into translation quality but lack the ability to read and evaluate the translations themselves.

The basic steps involved were as follows:

1 A source text in one language (Source Language Text One, SLT1) was translated into another language (Target Language Text, TLT) using committee approach

2 The TLT was translated back into the language of SLT1 by a second translator, unfamiliar with the SLT1 and uninformed that there was an SLT1 This second translation, the back translation, was SLT2 h

3 SLT1 was compared to SLT2

4 On the basis of differences or similarities between SLT1 and SLT2, conclusions were drawn about the equivalence of TLT to SLT1

In this study, SLT1 and SLT2 were found identical or close in meaning across translated items Therefore the author decided to us the original questionnaire for the pilot study.

The pilot study

A pilot study was conducted to reduce misinterpretation of questionnaire questions, incorporating feedback from five participants Consequently, several questions were revised or eliminated, and the overall format was adjusted for clarity.

The questionnaire was pre-tested using 5 respondents who were working at HSBC Vietnam Bank (n = 1), VietJet Air (n = 1), and VAECO (Vietnam Airlines Engineering Company) (n=2) and Vietcom Real (n=1)

The feedback primarily focused on the wording and clarity of the items, leading to modifications aimed at enhancing the translation's accuracy and relevance to the Vietnamese context Some questions were removed due to their unclear meanings and lack of suitability for the Vietnamese environment Specifically, authentic leadership was represented by five key items, with self-awareness illustrated by the statement, “My leader shows he or she understands how specific actions impact others.”

Effective decision-making involves listening to diverse perspectives before reaching conclusions, embodying authenticity by aligning choices with core values and encouraging others to uphold theirs Relational transparency is highlighted by the willingness to communicate difficult truths Job satisfaction is assessed through five specific criteria, while self-efficacy is measured by confidence in setting work-related goals and presenting information effectively Additionally, optimism is gauged through three indicators, emphasizing a positive outlook on future work experiences and a proactive approach to job responsibilities.

The phrase "every cloud has a silver lining" underscores the importance of positive thinking To enhance comprehension, the author substituted the term "Giá trị" (value) with "Nguyên tắc sống" (life principles), as many respondents found the original term unfamiliar Additionally, to guide participants in the study, the author advised them to select leaders who have significantly influenced them, addressing the confusion regarding which leaders to evaluate The finalized questionnaires, available in both English and Vietnamese, can be accessed in Appendix 1 on https://docs.google.com.

In the second phase of the pilot study, the author enlisted the help of five respondents from the first phase to distribute the survey link, resulting in 50 fully completed questionnaires According to Nunnally (1978), a Cronbach Alpha above 70 indicates an acceptable level of internal consistency, and in this pilot study, all variables exceeded this threshold Specifically, the Cronbach Alpha for the Authentic Leader construct was 89, for Self-Efficacy it was 911, and for Optimism, it reached 98 These strong results provided the author with confidence to proceed to the next steps of the research.

Target population

In research, the population is defined as the complete set of cases from which a sample is drawn (Saunders et al., 2003), while Malhotra (1996) describes it as a collection of elements that contain the necessary information sought by the researcher For this study, the target population consists of employees employed by firms located in Ho Chi Minh City.

Sample size

Sample size refers to the number of cases or elements included in a research study, as defined by Malhotra & Birks (2000) An element is identified as an object that holds the data sought in the study, which serves as the basis for making inferences Most research studies utilize samples due to constraints such as limited cost and time (Saunders et al., 2003) According to Bouma & Atkinson (1995), the appropriate sample size is influenced by the accuracy of the desired generalization; thus, a larger sample size is necessary for achieving greater accuracy in estimating population parameters.

According to Hair et al (2006), the minimum sample size for research should be 50, with a recommended observation-to-item ratio of 5:1 Thus, this study aims to include 75 employees as ideal samples, with a target of obtaining at least 150 responses.

Selecting the sample and collecting data

According to Saunders et al (2000), there were 2 kinds of sampling: probability and non-probability

Probability sampling, commonly associated with survey-based research, involves the random selection of samples to draw conclusions about a population, thereby addressing research questions or objectives (Saunders et al., 2000) When executed properly, this method guarantees that the sample accurately represents the larger population (Hair et al., 2003).

Non-probability sampling, as described by Saunders et al (2000), involves selecting sample elements based on the researcher's subjective judgment rather than aiming for statistical representation of the population This approach utilizes methods such as personal experience, convenience, and expert judgment to determine the sample elements, resulting in an unknown probability of selection for the population elements (Samuel et al., 2003).

Convenience sampling is a widely used non-probability sampling method that involves selecting participants who are readily available and can provide the necessary information for a study (Samuel et al., 2003) This approach allows researchers to conduct numerous interviews efficiently and at a low cost However, a significant drawback is the potential for selection bias, which arises from differences within the target population (Hair et al., 2003).

Based on above theory, the convenience non-probability sampling method was chosen in this study.

Sample characteristics

Participants fulfilling the following criteria were selected and included in the analysis:

1 The participants had at least high school degree

2 The participants had a full time job

3 The participants had been working with his/ her direct leader in the current organization for at least 3 months to ensure that they had enough time to observe and to be influenced by their leaders’ behaviors h

Methods of data analysis

Questionnaires would be reviewed, and the wrong answers would be rejected after collecting Then, data screening will be carried out by using SPSS for window version

The author began by filtering qualified respondents based on specific criteria, including a minimum of 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 collected data, noting that web-based surveys necessitate minimal data cleaning.

The author meticulously examined the reverse-scored questions in the job satisfaction section to ensure logical responses By designating all questions as "required," the survey prevented respondents from submitting incomplete answers, effectively eliminating any possibility of missing responses.

The reliability of scales is assessed using the Cronbach Alpha factor, which aids in eliminating unsatisfactory variables and validating the scale's reliability According to Pallant (2007), any variable with an item-total correlation below 0.3 should be discarded Additionally, Peterson (1994) and Slater (1995) indicate that a Cronbach Alpha of 0.6 serves as a practical criterion Generally, a Cronbach Alpha value ranging from 0.8 to 1 signifies excellent scale reliability.

Confirmatory factor analysis (CFA) is utilized to assess the quality of measurement models by evaluating the fit between the data and the hypothesized model This study employed CFA to validate the factor structure of key variables, including authentic leadership, optimism, self-efficacy, and job satisfaction, thereby providing a robust confirmatory test of the underlying measurement theory.

To evaluate model fit, chi-square (χ²) values serve as an index of absolute fit, reflecting the difference between observed and expected covariance matrices, with values closer to zero indicating a better fit Additionally, the comparative fit index (CFI), goodness-of-fit index (GFI), and root mean square error of approximation (RMSEA) are reported to assess model fit, showing how well a research model improves upon 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 the population value 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-fit indices abbreviation Desired range of values for a good fit

Minimum Fit Function Chi-Square χ² p>.05

Chi-Square/Degrees of Freedom ratio χ²/df 1 to 3

Goodness of Fit Index GFI ≥.9

Root Mean Square Error of

Non-Normed Fit Index TLI ≥.90

Parsimony Normed Fit Index PNFI ≥.50

Parsimony Goodness of Fit Index PGFI ≥.50

Source: Hair et al., 2006; Tabachnick & Fidell, 2007; Kline, 2011; Hu & Bentler, 1999; Carmines & McIver 1981

Correlation analysis is essential in data analysis as it identifies the relationship between two variables According to Diamantopoulos & Schlegelmilch (1997), this method not only determines the existence of a relationship but also indicates its direction and magnitude.

Correlations measure the degree to which variations in one variable are associated with changes in another, represented by the correlation coefficient (r) which ranges from -1.00 to +1.00 As noted by Welman & Kruger (1999), a correlation of +1.00 signifies a perfect positive relationship, 0.00 indicates no relationship, and -1.00 reflects a perfect negative relationship.

The magnitude of the relationship between two variables reflects the significance level, which indicates the maximum risk of incorrectly rejecting a true null hypothesis This significance level is crucial as it is associated with the probability of making an error For instance, selecting a 5 percent significance level (p ≤ 0.05) means that the null hypothesis may be rejected incorrectly 5 times out of 100 Consequently, if a test result is less than or equal to the predetermined significance level, it is deemed significant.

This study employs multiple regression analysis, a type of general linear modeling, to explore the relationship between job satisfaction (the dependent variable) and authentic leadership (the independent variable) Additionally, hierarchical regression analysis is utilized to investigate how self-efficacy and optimism serve as moderating factors influencing job satisfaction.

Baron and Kenny (1986) describe a moderator as a variable that influences both the direction and strength of the relationship between an independent variable (X) and a dependent variable (Y) To statistically test two-way interactions, researchers typically regress the dependent variable on the independent variable and the moderating variable, subsequently incorporating the interaction term (X*M) into the equation This study employed hierarchical regression procedures to examine the moderating relationship.

To enhance interpretability and reduce multicollinearity issues, each predictor was centered by its mean prior to regression analysis (Aiken & West, 1991) In the initial regression model, the centered independent variable (Xmean) and the moderator variable (Mmean) were included The subsequent model incorporated the interaction term (Xmean x Mmean) A significant increase in the adjusted R² from the first to the second model, along with a significant coefficient for the interaction term, indicates that the moderator variable influences the relationship between the independent and dependent variables.

The t-test is a statistical method used to determine if there is a significant difference between the means of two groups It is particularly useful for comparing group means in various studies In this research, the author employed the t-test to investigate potential differences in job satisfaction levels between male and female participants.

This chapter outlines the methodology employed in the study, focusing on confirmatory factor analysis to validate clear and interpretable factor structures for each measured construct It also discusses additional data analysis techniques such as sampling, reliability analysis, correlation analysis, and regression analysis Furthermore, it introduces the adjusted questionnaires and measurement scales for authentic leadership, job satisfaction, self-efficacy, and optimism Following the methodology presented, the author will analyze the survey data in the subsequent chapter.

DATA ANALYSIS

Data cleaning

A total of 183 responses were collected, all of which were fully completed However, 3 responses (1.67%) were disqualified for not meeting the “time with leader” criterion of at least 3 months An analysis of the 7 open socio-demographic questions and reverse-score items revealed no illogical or unclear answers Consequently, 180 responses were utilized for the data analysis procedures.

Profiles of qualified respondents

In a survey of 180 qualified respondents, 35.6% were male and 64.4% were female, with the majority (57.8%) aged between 26 to 30 years Educational attainment varied, with 1.1% holding a high school diploma, 10% having completed college, 67.8% graduating from university, and 21.1% achieving higher university degrees Respondents' tenure with their current organization was distributed as follows: 21.1% with 12 months or less, 44.1% between 12 to 36 months, and 18.9% each for 37-60 months and over 60 months Regarding their current leaders, 25.6% had been with them for a year or less, 34.4% for 1-2 years, and 40% for more than 2 years, with 85% of respondents working under Vietnamese leaders The gender distribution of leaders was 73.3% male and 26.7% female Income levels varied, with 12.2% earning between VND 2-5 million, 41.1% between VND 5-10 million, 21.1% between VND 10-15 million, 14.4% between VND 15-20 million, and 11.1% earning over VND 20 million Detailed participant characteristics are presented in Table 4-2.

Table 4-1: Socio-demographic Characteristics of The Qualified Samples

Socio-demographic variables Frequency Percentage (%) Sex (n0)

Reliability of the measurements

The scales for authentic leadership, self-efficacy, optimism, and job satisfaction demonstrated excellent reliability, with Cronbach Alpha values exceeding 60 and corrected item-total correlations above 3 A summary of the Cronbach Alpha measures across these variables is presented in Table 4-2, while additional details on the measurement reliability test results are available in Appendix 2.

Table 4-2: Summary of Cronbach Alpha Measures Across Variables

Variables corrected item-total correlation

Confirmatory factor analysis

The results of the Confirmatory Factor Analysis (CFA) indicated that the model effectively fits the data, as all indices met the desired criteria (refer to Table 4-3) For additional insights on the CFA results, please see Appendix 3.

Table 4-3: Assessing Fit Indices – Hypothesized Model

Goodness-of-fit indices abbreviation

Desired range of values for a good fit

Minimum Fit Function Chi-Square χ² p>.05

Chi-Square/Degrees of Freedom ratio χ²/df 1 to 3 1.877

Goodness of Fit Index GFI ≥.9 901

Root Mean Square Error of

Non-Normed Fit Index TLI ≥.90 956

Parsimony Normed Fit Index PNFI ≥.50 726

Parsimony Goodness of Fit Index PGFI ≥.50 616 h

Correlation analysis

The author defined Authentic Leadership as the average of five observed variables (Leader1 to Leader5), while Optimism was measured as the mean of three observed variables (Optimism1 to Optimism3) Self-efficacy was represented by the average of two observed variables (Selfefficacy1 and Selfefficacy2), and Job Satisfaction was calculated as the mean of five observed variables (Jobsatis1 to Jobsatis5) Additionally, a Pearson correlation analysis was conducted to explore the relationships between demographic items and the variables of Job Satisfaction, Self-efficacy, Optimism, and Authentic Leadership.

Based on the below table, Authentic Leader clearly correlated with Job Satisfaction(r=0.418, p=0.000), Self-efficacy (r= 0.330, p=0.000), and Optimism

(r=0.249, p=0.000); Optimism clearly correlated with Education (r= -0.184, p=.013),

Income (of respondent) (r=-0.223, p=.003), Job Satisfaction (r=0.284, p=.001) and Self- efficacy (r=0.481, p=.000); Self-efficacy clearly correlated with Job Satisfaction

(r=0.398, p=0.000); Job Satisfaction clearly correlated with Education (r= -0.134, p=0.033) There was no inter-correlation above 0.8, therefore no any item must be removed h

** Correlation is significant at the

* Correlation is significant at the

Hypotheses testing

4.6.1 Effects of authentic leadership, self-efficacy and optimism on job satisfaction:

To evaluate the hypotheses, multiple regression analysis was conducted with Job Satisfaction as the dependent variable and Authentic Leadership, along with various demographic factors such as leader nationality, follower education, leader gender, and follower characteristics including level, tenure, age, and income, as independent variables The results, including coefficients and significance levels, are presented in Table 4-5.

Table 4-5: result of regression analysis of authentic leadership on job satisfaction

Std Error of the Estimate

1 481 a 232 191 96482 a Predictors: (Constant), Lnationality, Education, GenderM, AuthenticLeader, Level, Tenure, GenderE, Income, Age

Model Sum of Squares df Mean Square F Sig

Total 205.949 179 a Predictors: (Constant), Lnationality, Education, GenderM, AuthenticLeader, Level, Tenure,

GenderE, Income, Age b Dependent Variable: JobSatis h

The analysis of the data revealed an Adjusted R Square of 0.191, indicating that 19.1% of job satisfaction can be attributed to authentic leadership The standardized coefficient β was found to be 0.402 with a significant p-value of 0.000, demonstrating a positive association between authentic leadership and job satisfaction Consequently, this supports hypothesis H1.

4.6.2 Moderating effects of self-efficacy and optimism on the relationship between authentic leadership and job satisfaction :

The author investigated how self-efficacy and optimism moderate the relationship between authentic leadership and job satisfaction Prior to regression analysis, each predictor was centered by its mean, following Aiken and West's (1991) methodology In the initial regression model, authentic leadership served as the independent variable, while job satisfaction was the dependent variable The second model incorporated the interaction term, which combined the centered independent variable and the centered moderator variable, represented as ALmean x h, as detailed in Table 4-6.

Table 4-6: result of regression analysis of moderating effect of self-efficacy and optimsm

Std Error of the Estimate

2 535 b 286 239 93548 a Predictors: (Constant), AuthenticLeader, Income, Tenure, GenderM, Lnationality, Education, GenderE, Level, Age b Predictors: (Constant), AuthenticLeader, Income, Tenure, GenderM, Lnationality, Education, GenderE, Level, Age, ALmeanxSEmean, ALmeanxOPmean

Model Sum of Squares df Mean Square F Sig

Total 205.949 179 a Predictors: (Constant), AuthenticLeader, Income, Tenure, GenderM, Lnationality, Education,

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

GenderE, Level, Age, ALmeanxSEmean, ALmeanxOPmean c Dependent Variable: JobSatis h

The analysis revealed that the significance level of ALmean x SEmean was 093, indicating that self-efficacy does not moderate the relationship between authentic leadership and job satisfaction In contrast, optimism demonstrated a moderating effect, as evidenced by an Adjusted R Square of 239 in model 2, surpassing the 191 in model 1 Furthermore, the standardized coefficients (β = -2.516) suggested that the connection between authentic leadership and job satisfaction is more pronounced at lower levels of optimism.

To be clearer in investigating the moderating role of optimism on relationship between authentic leadership and job satisfaction, the author grouped the respondents into

The study categorizes respondents into three groups based on optimism levels: Group 1 consists of higher optimists, Group 2 includes lower optimists, and Group 3 combines both groups A regression analysis was conducted to explore the relationship between authentic leadership and job satisfaction in the separate groups (Group 1 and Group 2) as well as in the mixed Group 3 The summarized results of this analysis are presented in Table 4-9, with further details available in Appendix 4.

Table 4-7: result of regression analysis of authentic leadership on optimism in

The analysis presented in Table 4-7 indicates that in Group 1, comprising higher optimists, authentic leadership accounted for only 11.7% of job satisfaction, with a standardized coefficient of 245 Conversely, in Group 2, which included lower optimists, authentic leadership explained 40.1% of job satisfaction, exhibiting a standardized coefficient of 637 Furthermore, the combined Group 3 demonstrated an adjusted R square of 1.91, highlighting the moderating effect of optimism on the relationship between authentic leadership and job satisfaction, where the impact was notably stronger among lower optimists Thus, this study supports hypothesis H3, as illustrated in Figure 4-2, which depicts the interaction between authentic leadership and optimism in relation to job satisfaction.

Independent Samples T-test

In Chapter 3, the author employed a t-test to analyze job satisfaction levels based on the gender of respondents The findings presented in Table 4-8 indicate that Levene's Test yielded a significance level above 05, and the t-test for equality of means also showed a significance level above 05 Consequently, the study concluded that there was no significant difference in job satisfaction levels between male and female respondents.

GenderE N Mean Std Deviation Std Error Mean

Levene's Test for Equality of Variances t-test for Equality of Means

Summary

This chapter presents the results from the analyses conducted in Chapter 3, including confirmatory factor analysis, correlation analysis, and regression analysis An interpretable factor structure was identified for each of the four constructs, with confirmatory analysis demonstrating acceptable fit levels Notably, a significant relationship was found between authentic leadership and job satisfaction, highlighting the moderating role of optimism in this relationship However, the study did not support the moderating role of self-efficacy in the connection between authentic leadership and job satisfaction The implications of these findings, along with recommendations for interventions and future research in positive organizational behavior, will be discussed in Chapter 5.

DISCUSSION

Discussions of findings

The research reveals that there is no significant difference in job satisfaction levels between males and females, a finding consistent with Sagol Jariyavidyanont's 1978 study, which also concluded that gender does not play a significant role in job satisfaction.

The relationship between authentic leadership and job satisfaction among followers is significant, as indicated by a regression analysis showing a positive correlation (β = 0.402, p = 0.000) This finding aligns with previous studies by Thửnissen (2009) and Andrei (2012), which also highlighted the strong connection between authentic leadership and increased job satisfaction Furthermore, research by Ilies et al supports this conclusion, reinforcing the importance of authentic leadership in enhancing employee satisfaction.

Authentic leadership, which prioritizes the well-being and emotions of followers, significantly enhances job satisfaction among employees As highlighted in the literature review, the high level of trust that followers develop in their authentic leaders contributes to their overall job satisfaction In summary, authentic leadership behaviors play a crucial role in fostering increased job satisfaction among followers.

The article examines the moderating effect of self-efficacy on the relationship between authentic leadership and job satisfaction While self-efficacy is found to correlate with both job satisfaction and authentic leadership, its specific moderating role in this context is a key focus of the study.

The study highlights the moderating effect of optimism on the relationship between authentic leadership and job satisfaction, supporting hypothesis H3 It reveals that individuals with lower levels of optimism experience a stronger connection between authentic leadership and job satisfaction In contrast, highly optimistic individuals exhibit greater career planning and decision-making confidence, making them less influenced by authentic leaders Pessimists, often feeling helpless and viewing themselves as victims, benefit significantly from authentic leadership, which provides them with essential knowledge, skills, and motivation to take charge of their careers and improve their job satisfaction.

Practical implications

Authentic leadership significantly enhances job satisfaction among employees, particularly those with a pessimistic outlook When employees experience higher job satisfaction, they are more productive, have lower absenteeism rates, and demonstrate greater loyalty to their organization, all of which contribute to the overall success and growth of the organization.

Authentic leaders possess a profound self-awareness regarding their thoughts and behaviors, and they are recognized by others for their understanding of personal and collective values, moral perspectives, knowledge, and strengths They operate with confidence, hope, optimism, resilience, and a strong moral character (Avolio, Luthans, and Walumbwa, 2004) According to Robin Sharma, authentic leaders exemplify ten key traits: they speak the truth, lead with empathy, demonstrate strong moral integrity, exhibit courage, foster teamwork and community, engage in personal growth, embrace visionary thinking, prioritize self-care, strive for excellence over perfection, and aim to improve the world around them.

Authentic leaders, exemplified by figures like Gandhi, Nelson Mandela, and Mother Teresa, can be developed through a combination of innate characteristics and guidance While some individuals naturally possess the traits of authentic leadership, others may require support to uncover their potential Research by Cooper et al (2005) indicates that the field of authentic leader development is still emerging, with no definitive conclusions on the trainability of authentic leadership However, May et al (2003) suggest that most individuals have the inherent capacity to become authentic leaders, needing only structured guidance to enhance their moral leadership within organizations According to Sims and George (2007), maintaining an internal compass is crucial for individuals to stay aligned with their True North and take charge of their leadership growth By engaging in real-world experiences and reframing their personal narratives, individuals can identify their passions and leadership purpose The core values of authentic leadership are refined under pressure, shaping the principles that guide their leadership Active reflection on these experiences is essential for developing authenticity, as emphasized by Cooper et al (2005) and further supported by George et al (2007).

Discovering authentic leadership involves a commitment to personal development, as leadership potential exists within everyone, regardless of inherent traits (George et al., 2007) Through reflection, guidance, and dedication, individuals can uncover their true leadership abilities This journey is not merely a destination; it is an exploration of one’s true self and the purpose behind one’s life’s work (George, 2003).

Despite the necessary accuracy and deliberation, there are various limitations of this study and recommendation to the future research will be also discussed

First, the study was conducted in HoChiMinh city Future research should replicate the study in other cultures

This research utilized hierarchical regression analysis to test its hypotheses, rather than employing structural equation modeling (SEM), which allows for the simultaneous testing of the entire research model While SEM is commonly used in studies related to authentic leadership and psychological capital, such as those by Carsten et al (2008) and Luthans et al (2007), the current study focused on examining each hypothesized relationship individually It is recommended that future research incorporate SEM to enhance the analysis of these constructs.

This study focuses solely on the moderating effects of optimism and self-efficacy Future investigations should explore the moderating influences of additional psychological capital elements, including hope and resilience.

The data collection method in this study has limitations, as it relied on a web-based survey that primarily reached internet users To enhance the accuracy of future research, it is recommended to incorporate paper-based surveys to capture a broader demographic.

This study focuses exclusively on analyzing the variance in employee gender Future research should expand this analysis to include other demographic factors, such as income, manager age, respondent age, and manager gender, to gain a more comprehensive understanding of the data.

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Questionnaires

Tôi là sinh viên cao học ngành Quản trị Kinh doanh tại Trường Đại học Kinh tế TP.HCM, hiện đang tiến hành nghiên cứu về mối liên hệ giữa phong cách lãnh đạo thực tế và mức độ hài lòng của nhân viên Tôi cam kết rằng mọi thông tin được cung cấp sẽ được giữ kín hoàn toàn.

Lưu ý rằng không có câu trả lời nào là đúng hay sai; tất cả 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)

Mục này khám phá phong cách lãnh đạo của Sếp của bạn dựa trên nhận định của bạn Hãy đánh giá mức độ phù hợp với phong cách lãnh đạo của họ bằng cách khoanh tròn các số tương ứng với từng nhận định.

L u ý: nếu Anh (chị) có nhiều Sếp thì hãy đánh giá Sếp nào có ảnh h ởng lớn nhất và trực tiếp đối với công việc của Anh (chị)

1 Cho bạn biết sự thật, dù sự thật mất lòng 1 2 3 4 5 6 7

2 Đ a ra quyết định dựa vào những giá trị sống của họ 1 2 3 4 5 6 7

3 Đề cử Anh (Chị) nắm giữ những vị tr công việc giúp phát triển những giá trị sống của Anh (Chị)

4 Lắng nghe cẩn thận những quan điểm khác tr ớc khi đ a ra kết luận

5 Luôn ý thức đ ợc những hành động đặc biệt của sếp ảnh h ởng đến ng ời khác nh thế nào

6 Tôi cảm thấy tự tin khi đ a ra mục tiêu trong lĩnh vực công việc của tôi

7 Tôi cảm thấy tự tin khi trình bày thông tin cho một nhóm đồng nghiệp của tôi

8 Trong công việc, nếu có những điều xấu có thể đến với tôi thì tôi nghĩ thế nào nó cũng đến (R)

9 Trong công việc, tôi luôn lạc quan về t ơng lai 1 2 3 4 5 6 7

10 Tôi tiếp cận công việc theo suy nghĩ “trong cái rủi có cái may” 1 2 3 4 5 6 7

C Sau đây là những đánh giá của Anh (Chị) về mức độ thỏa mãn trong công việc của Anh (Chị)

Xin hãy đánh giá cảm nhận của Anh (Chị) về mức độ thỏa mãn công việc bằng cách chọn những số ứng với nhận định phù hợp

11 Hầu nh mọi ngày tôi đều nhiệt tình với công việc của mình 1 2 3 4 5 6 7

12 Tôi cảm thấy khá hài lòng với công việc hiện tại 1 2 3 4 5 6 7

13 Tôi nhận thấy niềm vui thực sự trong công việc của mình 1 2 3 4 5 6 7

14 Tôi cảm thấy một ngày làm việc nh cơn ác mộng kéo dài vô tận (R)

15 Tôi thấy công việc của tôi không thoải mái (R) 1 2 3 4 5 6 7 h

Giới tính của Anh (Chị):

Anh (Chị) đã làm cho công ty hiện tại bao lâu? ……… năm …… tháng

Trình độ học vấn của Anh (Chị)?

□ Đại học □ Sau đại học

Vị trí của Anh (Chị) trong công ty?

Anh (Chị) đã làm việc với Sếp Anh (Chị) trong bao lâu? ……… năm …… tháng

Giới tính của Sếp của Anh (Chị):

Quốc tịch của Sếp Anh (Chị): ………

Thu nhập của Anh (Chị) từ Công ty:

Thành thật cảm ơn Anh (Chị)! h

A survey conducted by the University of Economic Ho Chi Minh City aims to explore the connection between authentic leadership and job satisfaction among followers in Vietnamese organizations Participation in this study is entirely confidential, and upon completion, respondents are requested to seal their questionnaires in the provided envelope.

Thank you very much for your support

The survey items assess your perception of your leader's style Please evaluate how often each statement aligns with their leadership approach by using the provided scale and circling the appropriate number for each item.

Note: if you have more than 1 leader, please assess the one who most and directly influence you

1 tells you the hard truth 1 2 3 4 5 6 7

2 makes decisions based on his or her core values 1 2 3 4 5 6 7

3 asks you to take positions that support your core values 1 2 3 4 5 6 7

4 listens carefully to different points of view before coming to conclusions

5 shows he or she understands how specific actions impact others 1 2 3 4 5 6 7 h

B The following survey items refer to your current situation Please judge how you feel about yourself using the following scale and circling the suitable number for each statement

6 I feel confident helping to set targets/goals in my work area 1 2 3 4 5 6 7

7 I feel confident presenting information to a group of colleagues 1 2 3 4 5 6 7

8 If something can go wrong for me work-wise it will (R) 1 2 3 4 5 6 7

9 I’m optimistic about what will happen to me in the future as it pertains to work

10 I approach this job as if "every cloud has a silver lining" 1 2 3 4 5 6 7

C The following survey items refer to your job satisfaction Please judge how satisfied you feel about job using the following scale and circling the suitable number for each statement:

11 Most days I am enthusiastic about my work 1 2 3 4 5 6 7

12 I feel fairly satisfied with my present job 1 2 3 4 5 6 7

13 I find real enjoyment in my work 1 2 3 4 5 6 7

14 Each day at work seems like it will never end 1 2 3 4 5 6 7

15 I consider my job rather unpleasant 1 2 3 4 5 6 7 h

How long have you worked for your current company? ……… years …… month How long have you worked with your manager? ……… years …… month Nationality of your manager?

Your income from the company?

What is your education level?

What is your position in company?

Thank you very much for your time h

Scale Variance if Item Deleted

Cronbach's Alpha if Item Deleted

Scale Variance if Item Deleted

Cronbach's Alpha if Item Deleted

Scale Mean if Item Deleted

Scale Variance if Item Deleted

Cronbach's Alpha if Item Deleted

Selfefficacy2 5.5667 1.342 667 a a The value is negative due to a negative average covariance among items This violates reliability model assumptions You may want to check item codings

Scale Variance if Item Deleted

Cronbach's Alpha if Item Deleted

Model NPAR CMIN DF P CMIN/DF

Model RMR GFI AGFI PGFI

TLI rho2 CFI Default model 929 909 966 956 965

Model RMSEA LO 90 HI 90 PCLOSE

Model AIC BCC BIC CAIC

Default model 229.897 237.357 351.229 389.229 Saturated model 240.000 263.558 623.155 743.155 Independence model 2205.392 2208.337 2253.287 2268.287

Model ECVI LO 90 HI 90 MECVI

Result of regression analysis on relationship between authentic leadership and job satisfaction of group 1 (respondents with higher level of job satisfaction):

Enter a All requested variables entered b Dependent Variable: JobSatis

Std Error of the Estimate

1 430 a 185 117 97579 a Predictors: (Constant), Lnationality, Level, AuthenticLeader,

GenderM, Tenure, Income, Education, GenderE, Age h

Model Sum of Squares df Mean Square F Sig

Total 126.106 117 a Predictors: (Constant), Lnationality, Level, AuthenticLeader, GenderM, Tenure, Income,

Education, GenderE, Age b Dependent Variable: JobSatis

Lnationality 520 265 181 1.964 052 a Dependent Variable: JobSatis h satisfaction of group 2 (respondents with lower level of job satisfaction):

Enter a All requested variables entered b Dependent Variable: JobSatis

Std Error of the Estimate

1 700 a 490 401 85197 a Predictors: (Constant), Lnationality, AuthenticLeader, Tenure,

GenderE, Age, Income, GenderM, Education, Level

Model Sum of Squares df Mean Square F Sig

Total 73.979 61 a Predictors: (Constant), Lnationality, AuthenticLeader, Tenure, GenderE, Age, Income,

GenderM, Education, Level b Dependent Variable: JobSatis h

Lnationality 641 342 207 1.875 066 a Dependent Variable: JobSatis h satisfaction of group 3 (respondents with all level of job satisfaction – mix of group 1 and group 2):

Enter a All requested variables entered b Dependent Variable: JobSatis

Std Error of the Estimate

1 481 a 232 191 96482 a Predictors: (Constant), AuthenticLeader, Income, Tenure,

GenderM, Lnationality, Education, GenderE, Level, Age

Model Sum of Squares df Mean Square F Sig

Total 205.949 179 a Predictors: (Constant), AuthenticLeader, Income, Tenure, GenderM, Lnationality, Education,

GenderE, Level, Age b Dependent Variable: JobSatis h