Authentic leadership and high-performance human resource practices: Implications for work engagement

Elizabeth P. Karam, William L. Gardner, Daniel P. Gullifor, Lori L. Tribble, Mingwei Li

Research output: Contribution to journalArticlepeer-review

8 Scopus citations

Abstract

Academic and practitioner attention to the constructs of authentic leadership and work engagement and their implications for organizations has grown dramatically over the past decade. Consideration of the implications of these constructs for high-performance human resource practices (HPHRP) is limited, however. In this monograph, we present a conceptual model that integrates authentic leadership/followership theory with theory and research on HPHRP. Then, we apply this model to systematically consider the implications of skill-enhancing, motivation-enhancing, and opportunity-enhancing HR practices in combination with authentic leadership for authentic followership, follower work engagement, and follower performance. We contend that authentic leadership, through various influences processes, promotes HPHRP, and vice versa, to help foster enhanced work engagement. By cultivating greater work engagement, individuals are motivated to bring their best, most authentic selves to the workplace and are more likely to achieve higher levels of both well-being and performance..

Original languageEnglish
Pages (from-to)103-153
Number of pages51
JournalResearch in Personnel and Human Resources Management
Volume35
DOIs
StatePublished - 2017

Keywords

  • Authentic followership
  • Authentic leadership
  • Highperformance human resource practices (HPHRP)
  • Intrinsic motivation
  • Work engagement

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