When Organisational Leadership Embraces Authenticity: An Inquiry into the Resulting Effects on Staff Commitment

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dc.contributor.authorNangoli, Sudi
dc.contributor.authorKemboi, Ambrose
dc.contributor.authorLagat, Charles
dc.date.accessioned2022-12-28T14:28:12Z
dc.date.available2022-12-28T14:28:12Z
dc.date.issued2018
dc.description.abstractThe purpose of this paper was twofold; first was to find out what factors underlie leadership authenticity, and second was to explain the resulting effect of authenticity behaviours on the commitment of staff within public hospitals which are typical service organisations. The paper shows that Leaders’ Authenticity can be operationally studied in terms of integrity, Humility and Servant-hood behaviours of leadership. The study also reveals that after controlling for other salient leadership behaviours, a unit increase in the leaders’ authenticity behaviour, accounts for a 0.295 change in staff commitment. The study generates implications for practice and furtherance of research.en_US
dc.identifier.issn2422-8397
dc.identifier.urihttps://nru.uncst.go.ug/handle/123456789/6715
dc.language.isoenen_US
dc.publisherJournal of Resources Development and Managementen_US
dc.subjectLeadership authenticityen_US
dc.subjectIntegrityen_US
dc.subjectHumilityen_US
dc.subjectServant-hooden_US
dc.subjectCommitmenten_US
dc.titleWhen Organisational Leadership Embraces Authenticity: An Inquiry into the Resulting Effects on Staff Commitmenten_US
dc.typeArticleen_US
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