Evaluating authentic behaviour change in leadership development programmes

0044 English OPEN
Bernal, Enric;

The global economic crisis that hit the western countries strongly has emphasised the need to abandon the economic-performance significance of leadership and return to a meaning-making significance. While a lot of research has been done in the field of leadership and ma... View more
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    Literature Review ............................................................................. 1. Leadership Theories ........................................................................ 2. Leadership Development ................................................................. 3. Leadership Effectiveness ................................................................. 4. Theories of Change .........................................................................

    Theoretical Framework ..................................................................... 1. Authentic Leadership Development (ALD) theory ............................ 2. Theory of Planned Behaviour (TPB) ................................................. 3. Positive Contemplation of Change ................................................... 4. Putting it all together .........................................................................

    Methodology ..................................................................................... 1. Methodology and design appropriateness ........................................ 2. Procedures and Organisations ......................................................... 3. Sample .............................................................................................. 4. Measures ..........................................................................................

    Measurement and Results ................................................................ 1. Data Analyses ................................................................................... 2. Authentic Leadership Development Change ..................................... 3. Mediation of Intentions ...................................................................... 4. Moderation of Positive Contemplation of Change ............................ 5. Mediated Moderation Model .............................................................

    Discussion ........................................................................................ 1. Summary of study ............................................................................ 2. Interpretation of Findings ................................................................. 3. Theoretical Implications ................................................................... 4. Practical Implications ....................................................................... 5. Potential Limitations ......................................................................... 6. Future Research ............................................................................... 7. Conclusion ........................................................................................ 1. Figure 1: Theoretical Framework Relationship between constructs........... 51 2. Figure 2: Authentic Leadership Behaviour construct................................. 53 3. Figure 3: Behavioural Intention construct................................................... 57 4. Figure 4: Behavioural Intention construct .................................................. 60 5. Figure 5: Stages of Change....................................................................... 63 6. Figure 6: Positive Contemplation of Change moderation between attitude

    and intentions to behave authentically....................................................... 66 7. Figure 7: Causal relationship between all variables................................... 67 8. Figure 8: Pre-test - Post-test research design ....................................... 71 9. Figure 9: Variable model tested with CFA analysis showing resulting

    coefficients.................................................................................................. 95 10. Figure 10: Change of Authentic Leadership Behaviour (treatment vs.

    control)........................................................................................................ 104 11. Figure 11: Linear regression to test on Intentions, controlling for

    programme length, gender, age, and experience ...................................... 109 12. Figure 12: Path analysis showing the relations among attitude, intention,

    and authentic leadership behaviour ........................................................... 110 13. Figure 13: The links between intentions to behave authentically and attitude

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