Leadership Research Summary:
- An authentic leadership style, trust in the leader, and job overload may impact employee flourishing. A deeper understanding of the potential interaction effect of trust in the leader and job overload in the relationship between authentic leadership and flourishing may improve individual and organizational productivity.
- This study used a quantitative, cross-sectional survey design and PROCESS for moderated mediation. The sample consisted of 314 employees in a prominent steel manufacturing organization in South Africa. The Authentic Leadership Inventory, Workplace Trust Survey (WTS), Flourishing-at-Work Scale, and the Job Demands-Resources Scale were utilized.This study also employed a second stage moderated mediation analysis to investigate the influence of authentic leadership on employee flourishing via trust in the leader (mediating variable) and job overload (moderating variable).
- The study found that authentic leadership was a significant predictor of flourishing through trust in the leader. Job overload did not moderate the relationship between trust in the leader and employee flourishing.
- This study emphasizes the potential role of authentic leadership in fostering a trustful relationship between employees and their leaders. It might result in the increased flourishing of employees. The non-significant influence of job overload on trusting relationships in precarious work contexts was also illuminated.
- Through the analysis of these relations, organizations may be favorably equipped to optimize the resources required to improve performance. Moreover, the investigation into trust in the leader combined with job overload increases our understanding of supporting and promoting employee flourishing at work.
Leadership Research Implications and Findings:
- Leaders should enable employees to identify what is within their control and what threats they must accept. External threats are beyond their control, but leadership development and creating a trustful climate are within the organization’s control.
- The outcome of this study suggests three approaches that organizations can follow to enhance the F of their employees through the development of AL and strengthening TL. The first suggested approach is to incorporate interventions to increase AL. This can be achieved by implementing an organizational culture that not only promotes authenticity but also encourages leaders to undertake a journey of self-awareness to discover their strengths, limitations, and emotions while being true to themselves and others.
- The second recommended approach is to introduce interventions that will encourage leaders to be more transparent, sincere, supportive, and true to their word while enhancing TL, which will potentially result in increased employee wellbeing. Additionally, when trusted leaders encourage frequent open and honest two-way communication opportunities and provide honest feedback and recognition while demonstrating caring and empathy, it may affect the F of their followers. One way to install a two-way interactional approach is to develop leaders as coaches. Not only will it enhance self-awareness within the leader, but it will also reinforce focusing on strengths, continuous feedback, and a development culture.
- Thirdly, involving employees to rethink jobs and allow creative job crafting can reduce the load and enhance meaningful work experiences.