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The Relationship Between Authentic L...

Holloway, Eugene Veco, III.

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The Relationship Between Authentic Leadership and Job Satisfaction in the U.S. Federal Government.

Record Type:	Electronic resources : Monograph/item
Title/Author:	The Relationship Between Authentic Leadership and Job Satisfaction in the U.S. Federal Government./
Author:	Holloway, Eugene Veco, III.
Published:	Ann Arbor : ProQuest Dissertations & Theses, : 2024,
Description:	152 p.
Notes:	Source: Dissertations Abstracts International, Volume: 85-08, Section: B.
Contained By:	Dissertations Abstracts International85-08B.
Subject:	Psychology. -
Online resource:	https://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=30992035
ISBN:	9798381691955

The Relationship Between Authentic Leadership and Job Satisfaction in the U.S. Federal Government.
Holloway, Eugene Veco, III.

The Relationship Between Authentic Leadership and Job Satisfaction in the U.S. Federal Government. - Ann Arbor : ProQuest Dissertations & Theses, 2024 - 152 p.

Source: Dissertations Abstracts International, Volume: 85-08, Section: B.

Thesis (Ph.D.)--Grand Canyon University, 2024.

The purpose of this quantitative correlational research study was to examine to what extent ratings of authentic leadership and its components of self-awareness, balanced processing, relational transparency, and internalized moral perspective of leaders in the U.S. Department of Defense by subordinate federal employees relate to employees' ratings of job satisfaction. Authentic leadership theory and congruity theory provided the framework for this study. Two instruments were administered in-person to a convenience sample of 127 Department of Defense federal employees: Authentic Leadership Questionnaire (ALQ) and the Job Satisfaction Survey (JSS). The results of nonparametric Spearman's rho bivariate correlations showed statistically significant bivariate relationships of employees' self-reported job satisfaction with their perceptions of their leaders' authentic leadership, ρ(125) = .49, p < .001, and all components of authentic leadership: transparency, ρ(125) = .37, p < .001, internalized moral perspective, ρ(125) = .44, p < .001, balanced processing, ρ(125) = .45, p < .001, and self-awareness, ρ(125) = .52, p < .001. These findings provided evidence that authentic leadership is significantly associated with employees' job satisfaction, which is an important factor of retention. If supported by future research, these findings justify training of Department of Defense leaders with an emphasis on authentic leadership.

ISBN: 9798381691955Subjects--Topical Terms:

519075
Psychology.
Subjects--Index Terms:

Authentic leadership

The Relationship Between Authentic Leadership and Job Satisfaction in the U.S. Federal Government.
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520 $a The purpose of this quantitative correlational research study was to examine to what extent ratings of authentic leadership and its components of self-awareness, balanced processing, relational transparency, and internalized moral perspective of leaders in the U.S. Department of Defense by subordinate federal employees relate to employees' ratings of job satisfaction. Authentic leadership theory and congruity theory provided the framework for this study. Two instruments were administered in-person to a convenience sample of 127 Department of Defense federal employees: Authentic Leadership Questionnaire (ALQ) and the Job Satisfaction Survey (JSS). The results of nonparametric Spearman's rho bivariate correlations showed statistically significant bivariate relationships of employees' self-reported job satisfaction with their perceptions of their leaders' authentic leadership, ρ(125) = .49, p < .001, and all components of authentic leadership: transparency, ρ(125) = .37, p < .001, internalized moral perspective, ρ(125) = .44, p < .001, balanced processing, ρ(125) = .45, p < .001, and self-awareness, ρ(125) = .52, p < .001. These findings provided evidence that authentic leadership is significantly associated with employees' job satisfaction, which is an important factor of retention. If supported by future research, these findings justify training of Department of Defense leaders with an emphasis on authentic leadership.
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