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The influence of authentic leadership behaviors on trust and work outcomes of health care staff
Author(s) -
Wong Carol A.,
Cummings Greta G.
Publication year - 2009
Publication title -
journal of leadership studies
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.219
H-Index - 14
eISSN - 1935-262X
pISSN - 1935-2611
DOI - 10.1002/jls.20104
Subject(s) - honesty , authentic leadership , psychology , health care , structural equation modeling , burnout , ethical leadership , work engagement , work (physics) , agency (philosophy) , perception , nursing , public relations , social psychology , medicine , political science , clinical psychology , mechanical engineering , statistics , philosophy , mathematics , epistemology , neuroscience , law , engineering
A key element of a healthy work environment is trust: trust between staff and their leaders. Authentic leadership is proposed as the core of effective leadership needed to build trust because of its clear focus on the positive role modeling of honesty, integrity, and high ethical standards in the development of leader‐follower relationships. A model linking authentic leadership behaviors with trust in management, perceptions of supportive groups and work outcomes (including voice or speaking‐up behavior, self‐rated job performance, and burnout) using secondary analysis procedures was examined. The hypothesized model was tested using structural equation modeling in two samples of health care employees from a western Canadian cancer care agency: clinical care providers including nurses, pharmacists, physicians, and other professionals ( N = 147) and nonclinical employees including administrative, support, and research staff ( N = 188). Findings suggest that supportive leader behavior and trust in management are necessary for staff to be willing to voice concerns and offer suggestions to improve the workplace and patient care.