The interplay of authentic leadership and social capital on team leader performance in public and private sector universities

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Abstract

Purpose

This study aims to investigate the impact of authentic leaders on the performance of educational leaders in public and private universities in Pakistan. The study further examines the moderating role of social capital in this relationship.

Design/methodology/approach

The authors collected data from 259 academic heads of public and private universities and tested hypotheses using macro PROCESS.

Findings

The findings demonstrate that authentic leaders have a significant positive effect on team leader performance in both public and private universities. In addition, the authors establish that the positive impact of authentic leaders on team leader performance is stronger among employees with high social capital.

Originality/value

The education literature lacks evidence of the process through which authentic leaders influence team leader performance. The study is unprecedented in assessing whether social capital moderates the direct influence of authentic leaders on team leader performance.

Related collections

Most cited references 73

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Firm Resources and Sustained Competitive Advantage

Jay Barney (1991)

Understanding sources of sustained competitive advantage has become a major area of research in strategic management. Building on the assumptions that strategic resources are heterogeneously distributed acrossfirms and that these differences are stable over time, this article examines the link betweenfirm resources and sustained competitive advantage. Four empirical indicators of the potential of firm resources to generate sustained competitive advantage-value, rareness, imitability, and substitutability-are discussed. The model is applied by analyzing the potential of severalfirm resourcesfor generating sustained competitive advantages. The article concludes by examining implications of this firm resource model of sustained competitive advantage for other business disciplines.

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Social Capital in the Creation of Human Capital

James Coleman (1988)

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Transformational and transactional leadership: a meta-analytic test of their relative validity.

Timothy Judge, Ronald F. Piccolo (2004)

This study provided a comprehensive examination of the full range of transformational, transactional, and laissez-faire leadership. Results (based on 626 correlations from 87 sources) revealed an overall validity of .44 for transformational leadership, and this validity generalized over longitudinal and multisource designs. Contingent reward (.39) and laissez-faire (-.37) leadership had the next highest overall relations; management by exception (active and passive) was inconsistently related to the criteria. Surprisingly, there were several criteria for which contingent reward leadership had stronger relations than did transformational leadership. Furthermore, transformational leadership was strongly correlated with contingent reward (.80) and laissez-faire (-.65) leadership. Transformational and contingent reward leadership generally predicted criteria controlling for the other leadership dimensions, although transformational leadership failed to predict leader job performance. (c) 2004 APA, all rights reserved