Positive leadership psychology: Authentic and servant leadership in higher education in Pakistan
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Positive leadership psychology: Authentic and servant leadership in higher education in Pakistan Ansar Abbas 1
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Muhammad Saud 2
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Fendy Suhariadi 3
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Indrianawati Usman 1
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Dian Ekowati 1
Accepted: 4 September 2020 # Springer Science+Business Media, LLC, part of Springer Nature 2020
Abstract The literature about leadership styles and their effectiveness is vast but very limited in the context of Pakistan. Authentic leadership refers to genuine leaders who exercise effective management through self-authenticity while servant leadership refers to those inclined to place others before themselves. Since the two distinct leadership styles were identified, both have attracted increasing researchers’ attention to explore their numerous possible applications in organizations and individual psychology. A conceptual framework based on authentic leaders (positive psychology) and servant leaders (serving others first) was hypothetically modeled and tested through 380 survey questionnaires randomly distributed among university employees. Overall, 323 responses were selected for the quantitative analysis of data, using SPSS v25., Jamovi v1.2.17, and Smart PLS v3.2.8. The results revealed that authentic leadership is a significant predictor of commitment and performance in contrast to the servant leadership style in the educational environment of the country. Religiosity was found to be an external locus of control and moderator of the study which was significantly associated with leadership styles and commitment. The influence of authentic leadership on employees is evident. Therefore, organizations may keep in mind the key characteristic of personal authenticity in future hiring. Servant leadership, though present in employees, does not effectively predict organizational outcomes. However, based on these factors, training can be designed to ensure the performance and commitment of employees. Keywords Authentic leadership . Servant leadership . Positive psychology . Organizational outcomes . Religiosity . External locus of control
Introduction and Background to the Study Electronic supplementary material The online version of this article (https://doi.org/10.1007/s12144-020-01051-1) contains supplementary material, which is available to authorized users. * Dian Ekowati [email protected] Ansar Abbas [email protected]; [email protected] Muhammad Saud [email protected] Fendy Suhariadi [email protected] Indrianawati Usman [email protected] 1
Faculty of Economics and Business, Universitas Airlangga, Surabaya, Indonesia
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Department of Sociology, Faculty of Social and Political Sciences, Universitas Airlangga, Surabaya, Indonesia
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Faculty of Psychology, Universitas Airlangga, Surabaya, Indonesia
Leadership studies have diverse applications in organizations. The influence of leadership through positive psychology on an organization’s staff, policy planning, decision-making and implementation, and the management of change and human behaviors is one of t
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