SJIF(2020): 5.702

International Journal of Advanced Research and Publications

High Quality Publications & World Wide Indexing!

Authentic Leadership And Teacher Morale: Effects On Organizational Commitment In Higher Education

Volume 4 - Issue 3, March 2020 Edition
[Download Full Paper]

Ma. Celia T. Roncesvalles, Amelita A. Gaerlan
Authentic leadership, teacher morale, organizational commitment, and higher education
Higher education institutions constantly deal with issues such as teacher attrition and high turnover rate, which could lead into other serious challenges in the field of education. These challenges call for a leadership style that could help school leaders keep competent and committed teachers who are willing to actively work in order to achieve the goals of the organization. Authentic leadership has been identified as a type of leadership that can build an enduring organization. Unfortunately, only few studies have focused on the positive effect of authentic leadership in an academic environment. The study intended to examine the effects of authentic leadership on teacher morale and organizational commitment in higher education. Moreover, it was aimed at developing a behavioral performance model that could guide educational leaders to attract and retain competent faculty members. The sample of this quantitative study consisted of 150 college teachers from different universities in the Philippines. The study utilized a descriptive-survey research method using multiple regression analysis to investigate the effect of the authentic leadership of the deans on teacher morale and teachers’ organizational commitment. The results revealed that authentic leadership positively influences teacher morale and organizational commitment of the teachers in higher education. It can be drawn that teacher morale positively affects the organizational commitment of the teachers in higher education.
[1] Akinbobola, O. I. (2011). Conflict in human capital relationships: the impact of job satisfaction on job involvement in a workplace. International Journal of Social Science and Humanity, 1(2), 92.

[2] Ashkanasy, N. M. 2003. Emotional awareness and emotional intelligence in leadership teaching. Journal of Education for Business, 79(1): 18–22.

[3] Behm, M. (2009). Employee morale examining the link to occupational safety and health. Professional Safety, 54(10), 42-49.

[4] Blackburn, J. (2015). An Evaluation of Teacher Morale in Four Elementary Schools: The Difference a School Makes. Dissertations. Paper 118.

[5] Bodla, M. A., Danish, R. Q., & Nawaz, M. M. (2012). Mediating role of perceived organizational politics in relating job characteristics to morale. African Journal of Business Management, 6(15), 5185-5192.

[6] Braun, S., Peus, C., Weisweiler, S., & Frey, D. (2013). Transformational leadership, job satisfaction, and team performance: A multilevel mediation model of trust. The Leadership Quarterly, 24(1), 270-283.

[7] Cerit, Y. (2010). The effects of servant leadership on teachers’ organizational commitment in primary schools in Turkey. International Journal of Leadership in Education, 13(3), 301-317.

[8] Choong, Y. O., Wong, K. L., & Lau, T. C. (2012). Organizational commitment: An empirical investigation on the academician of Malaysian private universities. Business and Economics Research Journal, 3(2), 51.

[9] Çokluk, Ö., & Yılmaz, K. (2010). The relationship between leadership behavior and organizational commitment in Turkish primary schools. Bilig, 54, 75-92.

[10] Darling-Hammond, L. (2003). Keeping good teachers: Why it matters, what leaders can do. Educational leadership, 60(8), 6-13.

[11] Darvish, H., & Rezaei, F. (2011). The impact of authentic leadership on job satisfaction and team commitment. Management & Marketing, 6(3).

[12] De Duzman, A. & Tan, E. (2007). Understanding the Essence of Scholarship From the Lived Experiences of a Select Group of Outstanding Filipino Researchers. Educational Research Journal, 22(1), 49-68.

[13] Dinanath, L. (2018). A strategic approach to leading and managing low teacher morale in an adult newcomer education school setting. The Organizational Improvement Plan at Western University, 29.

[14] Emuwa, A. (2013). Authentic leadership: Commitment to supervisor, follower empowerment, and procedural justice climate. Emerging Leadership Journeys, 6(1), 45-65.

[15] Evers, C. J. (2011). A relational study of elementary principals' leadership traits, teacher morale, and school performance. ProQuest LLC.

[16] Fairchild, R., Ferng, S. F., & Zwerner, R. (2015). Authentic leadership practices informed by a rural hospital study. Journal of Hospital Administration, 4(2), 54-63.

[17] Gardner, W. L., Cogliser, C. C., Davis, K. M., & Dickens, M. P. (2011). Authentic leadership: A review of the literature and research agenda. The Leadership Quarterly, 22, 1120-1145.

[18] Hassan, A., & Ahmed, F. (2011). Authentic leadership, trust and work engagement. International Journal of Human and Social Sciences, 6(3), 164-170.

[19] Hearn, D. V. R. (2013). Principal Leadership Styles, Faculty Morale, and Faculty Job Satisfaction at Selected Elementary Schools. Dissertations. 228.

[20] Hmieleski, K. M., Cole, M. S., & Baron, R. A. (2012). Shared authentic leadership and new venture performance. Journal of Management, 38(5), 1476-1499.

[21] Hsiung, H. (2012). Authentic leadership and employee voice behavior: A multi-level psychological process. Journal of Business Ethics, 107, 349-361.

[22] Hulpia, H., & Devos, G. (2010). How distributed leadership can make a difference in teachers' organizational commitment? A qualitative study. Teaching and teacher education, 26(3), 565-575.

[23] Jackson, D., & Daly, J. (2010). Improving the Workplace: The Pivotal Role of Nurse Leaders. Contemporary Nurse. Journal for the Australian Nursing Profession, 36(1/2), 82-85.

[24] Jackson, E. M., Rossi, M. E., Rickamer Hoover, E., & Johnson, R. E. (2012). Relationships of leader reward behavior with employee behavior: Fairness and morale as key mediators. Leadership & Organization Development Journal, 33(7), 646-661.

[25] Jamaluddin, J., Sari, W. I., Akib, H., Kasmita, M., & Tadampali, A. C. T. (2019). The Influence of Spirit at Work on Employee Productivity at PT Millenium Penata Futures Makassar. Pinisi Business Administration Review, 1(1), 11-20.

[26] Karada, E., & Öztekin-Bayir, O. (2018). The effect of authentic leadership on school culture: A structural equation model. International Journal of Educational Leadership and Management, 6(1), 40-75.

[27] Kelchtermans, G. & Ballet, K. (2002). The Micropolitics of Teacher Induction: A Narrative Bibliographical study on Teacher Socializations. Teaching & Teacher Education Journal, 18(1), 105-120.

[28] Klenke, K. (2007). Authentic leadership: A self, leader, and spiritual identity perspective. International journal of leadership studies, 3(1), 68-97.

[29] Lambersky, J. (2016). Understanding the Human Side of School Leadership: Principals’ Impact on Teachers’ Morale, Self-Efficacy, Stress, and Commitment. Leadership and Policy in Schools, 15(4), 379-405.

[30] Lee, M. R. (2016). Effects of economic disparity on teacher morale and teacher efficacy. Western Illinois University.

[31] Leroy, H., Anseel, F., Gardner, W. L., & Sels, L. (2015). Authentic leadership, authentic followership, basic need satisfaction, and work role performance: A cross-level study. Journal of Management, 41(6), 1677-1697.

[32] Leroy, H., Palanski, M. E., & Simons, T. (2012). Authentic leadership and behavioral integrity as drivers of follower commitment and performance. Journal of Business Ethics, 107(3), 255-264.

[33] Malik, M. E., Nawab, S., Naeem, B., & Danish, R. Q. (2010). Job satisfaction and organizational commitment of university teachers in public sector of Pakistan. International journal of business and management, 5(6), 17-26.

[34] Marques, J. (2008). Awakened leadership in action: a comparison of three exceptional business leaders. Journal of management development, 27(8), 812-823.

[35] Moore, N. F. (2012). The relationship between high school teacher perceived principal leadership practices and teacher morale levels. ProQuest LLC.

[36] Müceldili, B., Turan, H., & Erdil, O. (2013). The influence of authentic leadership on creativity and innovativeness. Procedia-Social and Behavioral Sciences, 99, 673-681.

[37] Ngambi, H. C. (2011). The relationship between leadership and employee morale in higher education. African Journal of Business Management, 5(3), 762-776.

[38] Oley, R. F., Saerang, D. P., & Pandowo, M. (2019). Analyzing the effect of work discipline and employee morale on employee performance pt. Bank Sulutgo. Jurnal EMBA: Jurnal Riset Ekonomi, Manajemen, Bisnis dan Akuntansi, 7(1).

[39] Opatokun, K. A., Hasim, C. N., & Hassan, S. S. S. (2013). Authentic leadership in higher learning institution: A case study of International Islamic University Malaysia (IIUM). International Journal of Leadership Studies, 8(1), 49-66.

[40] Rader, M. M. (2015). Effects of authentic leadership on job satisfaction and younger worker turnover intentions title of your document (Doctoral dissertation, The Chicago School of Professional Psychology).

[41] Ramay, M. I., Majeed, Z., Javed, S., Saeed, M. A., & Ismail, M. (2017). Impact of leadership behaviors on employees’ job satisfaction, morale and turnover intentions. Bahria University Journal of Management & Technology, 1(1), 48-60.

[42] Robinson, J. D. (2010). The leadership effect: Teacher morale within selected schools in one southeast Tennessee system. ProQuest LLC.

[43] Rodwell, A. (2011). Impact of authentic leadership & virtuousness on organisational performance during a downsizing exercise. SBS HDR Student Conference, 8.

[44] Roncesvalles, M. C. T., & Sevilla, A. V. (2015). The impact of authentic leadership on subordinates' trust and work performance in educational organization: A structural equation modeling (SEM). Journal of Educational and Management Studies, 5(1), 69-79.

[45] Roux, S. (2010). The relationship between authentic leadership, optimism, self-efficacy and work engagement: An exploratory study (Doctoral dissertation, Stellenbosch: University of Stellenbosch).

[46] Sageer, A., Rafat, S., & Agarwal, P. (2012). Identification of variables affecting employee satisfaction and their impact on the organization. IOSR Journal of business and management, 5(1), 32-39.

[47] Stewart Wherry, H. M. S. (2012). Authentic leadership, leader-member exchange, and organizational citizenship behavior: A multilevel analysis (Doctoral dissertation, The University of Nebraska-Lincoln).

[48] Valsania, S. E., León, J. A. M., Alonso, F. M., & Cantisano, G. T. (2012). Authentic leadership and its effect on employees' organizational citizenship behaviours. Psicothema, 24(4), 561-566.

[49] Wang, D. S., & Hsieh, C. C. (2013). The effect of authentic leadership on employee trust and employee engagement. Social Behavior and Personality: an international journal, 41(4), 613-624.

[50] Wang, H., Sui, Y., Luthans, F., Wang, D., & Wu, Y. (2014). Impact of authentic leadership on performance: Role of followers' positive psychological capital and relational processes. Journal of Organizational Behavior, 35(1), 5-21.

[51] Webb, D. O. (2014). The relationship between principal leadership and teacher morale in the elementary schools in a northwest Georgia school district. ProQuest LLC.

[52] Werang, B. R. (2014). Teachers’ socioeconomic status and its relationship with teachers’ work morale and teachers’ job performance at state senior high schools in Merauke Regency–Indonesia. International Journal of Science and Research, 3(8), 436-440.

[53] Werang, B. R., & Lena, L. (2014). Principals’ managerial skills, school organizational climate, and teachers’ work morale at state senior high schools in Merauke regency-Papua-Indonesia. International journal of Science and Research, 3(6), 691-695.

[54] Willis, M., & Varner, L. (2010). Factors that affect teacher morale. Academic Leadership: The Online Journal, 8(4), 24.

[55] Wong, C. A., & Laschinger, H. K. (2013). Authentic leadership, performance, and job satisfaction: the mediating role of empowerment. Journal of advanced nursing, 69(4), 947-959.