Authentic leadership influences on organisational commitment in a South African state hospital

Published in: Journal of Psychology in Africa
Volume 27, issue 5, 2017 , pages: 400–404
DOI: 10.1080/14330237.2017.1375204
Author(s): Veronica HlongwaneUniversity of South Africa, South Africa, Benny OlivierUniversity of South Africa, South Africa


This study investigated the influence of authentic leadership (AL) on employee organisational commitment (OC) in a South African state hospital. A convenience sample of 222 employees (female = 81%; black = 82%) completed the Authentic Leadership Questionnaire on their perceptions of AL behaviours among their leaders; namely self-awareness, relational transparency, internalised moral perspective, and balanced processing. The employees also completed the Organisational Commitment Questionnaire to self-report on their own OC; namely affective, continuance, and normative commitment. Data were analysed utilising regression analysis to predict employees’ self-reported OC from perceived AL behaviours. Findings suggest AL scores to predict OC scores as well as the OC dimensions of continuance and normative commitment. AL scores did not predict affective commitment. Employees whose leaders apply AL may be able to retain employees through increased OC.

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