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Deconstructing Dimensions of Authentic Strategic Leadership of State-Owned Enterprises in Malawi: A Literature Analysis

MacDonald O'Teleni KANYANGALE

MacDonald O'Teleni KANYANGALE

Graduate School of Business and Leadership Studies, University of KwaZulu-NatalDurban, SOUTH AFRICA
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KANYANGALE, MacDonald O'Teleni
  
31 dic 2024
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Pubblicato online: 31 dic 2024
Pagine: 325 - 344
DOI: https://doi.org/10.2478/fman-2024-0020
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© 2024 MacDonald O'Teleni KANYANGALE, published by Sciendo
This work is licensed under the Creative Commons Attribution-NonCommercial-NoDerivatives 4.0 International License.

Figure 1.

SOE of the future and new capabilities (Source: PWC, 2015, p.7)
SOE of the future and new capabilities (Source: PWC, 2015, p.7)

Figure 2.

The model of authentic leadership development (Source: Luthans and Avolio, 2003, p.251)
The model of authentic leadership development (Source: Luthans and Avolio, 2003, p.251)

Figure 3.

A model linking authentic leadership to followers' attitudes and behaviors (Source: Avolio, et al., 2004, p.803)
A model linking authentic leadership to followers' attitudes and behaviors (Source: Avolio, et al., 2004, p.803)

Figure 4.

The model linking authentic leadership to followers’ attitudes and behaviors (Source: Gardner, et al., 2005, p.346)
The model linking authentic leadership to followers’ attitudes and behaviors (Source: Gardner, et al., 2005, p.346)

Figure 5.

Authentic leadership influences leaders' and followers' well-being (Source: Ilies, et al., 2005, p.377)
Authentic leadership influences leaders' and followers' well-being (Source: Ilies, et al., 2005, p.377)

Figure 6.

Integrative framework of authentic strategic leadership of SOEs in Malawi (Source: Own elaboration)
Integrative framework of authentic strategic leadership of SOEs in Malawi (Source: Own elaboration)

Types of Criticisms of Authentic Leadership (Source: Own elaboration)

Type of criticism Author(s)
Lack of collectivism due to leader centricity, which focuses on the self and who the leader is Algera and Lips-Wiersma (2012); Avolio, et al. (2004)
Adaptability is misconstrued as a deviation and lack of self-consistency between values, beliefs, and actions Alvesson and Einola (2019)
Authentic followership is not examined as an independent construct but rather an extension of authentic leadership Crawford, et al. (2020)
Authentic leadership and transformational leadership are closely related, hence construct redundancy Crawford, et al. (2020)
Confounding the authenticity of action with the authenticity of a person exhibiting the act Helmuth, et al. (2023:2)
Lingua:
Inglese
Frequenza di pubblicazione:
1 volte all'anno
Argomenti della rivista:
Informatica, Informatica del business, Economia e business, Business management, Contabilità gestionale, controllo finanziario, calcolo dei costi, investimenti
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