Authentic Leadership
The leadership is the significant practical skill, which is responsible for helping the individuals in encompassing the basic capability of a specific company and individual to either lead or guide an entire company, project teams or other individuals (Kimura 2013). Leadership has produced some of the major theories by including the attributes, values, behaviours, functionalities, charisma, power and vision within the other members of the teams. Leadership has even involved in undertaking relevant decisions and then creating or articulating a clarified vision for the core purpose of establishing the achievement of organizational goals and objectives. These could be done by providing some of the most significant tools, techniques or knowledge of the people involved. The core relationship between authentic leadership, PsyCap or psychological capital and leader member exchange for the staffs and employees of any company (Wang et al. 2015). This essay would be depicting a proper literature review to explain each and every process to build PsyCap for the several organizational staffs. Furthermore, there is a significant impact of the emotions over the performance of employees and these would also be explained in the essay properly.
Authentic leadership can be stated as the specified approach for leadership that is responsible for emphasizing on building of leader legitimacy through the subsequent relationship with every other member, who could value the inputs and is then built on an ethical foundation. According to Li and Liao 2014, all the authentic leaders comprise of positivity with the specific truthful self-concepts. Once, trust, support and enthusiasm is built, authenticated leaders could easily improvise the team performances or individual performances. Three distinctive qualities are present for authentic leadership, viz. balanced processing, relational transparency and self-awareness.
The theory of LMX or Leader Member Exchange is a specified approach on the basis of relationship for leaders. It emphasizes on the bidirectional relationship between leader and other team members (Tse et al. 2013). This theory provides the suggestion that leaders can develop the exchange of ideas and knowledge for getting effective performance and decisions. The theory of LMX or leader member exchange is used by various managers and team leaders after replacing the previously existing management theories.
PsyCap or psychological capital is a positive development state for a particular individual according to few of the characteristics. There are four capacities of this psychological capital, which are resilience, hope, optimism and self-efficacy. Jha and Jha 2013 state that it is a new approach to gain popularity within the psychology getting linked with emotional capital. This psychological capital could easily bring the significant results of making a specific link within the outcomes of psychology as well as economies by considering the socio technical competencies. High psychological capital has the most significant impact on various organizational changes.
Relationship between Authentic Leadership, Leader Member Exchange and Employees’ Psychological Capital or PsyCap
The relationship within authentic leadership, psychological capital and leader member exchange plays one of the most important roles for providing higher effectiveness and efficiency for the organization (Chernyak-Hai and Tziner 2014). This relationship subsequently exists for leadership emergence by including individual attributes such as extraversion, conscientiousness, adjustments, self-efficacy and several others. The four dimensions of psychological capital are majorly responsible for the improvement of dedication, vigour and absorption within work. Furthermore, this PsyCap could easily mediate the relation within authentic leadership and engagement of work. The several members of the organization could easily manifest a high level of organizational commitment for producing more.
Leader Member Exchange Theory
According to Sun et al. 2013, the significant connection within PsyCap as well as employee o employee relation quality could be easily achieved by taking the help of the theory of Leader Member Exchange. The relationship even explains about the procedural effect of employees’ engagement over the performances of employees within their various work roles. To provide core insights to the psychological capital, LMX or Leader Member Exchange has provided a significant influence over the work role performances or process of employee engagement. The higher PsyCap of every organizational staff comprises of a positive relationship for each and every individual in the various work roles.
The four effective capacities of the psychological capital are hope, optimism, self-efficacy and resilience are extremely important and significant to make the employees obtain positivity and better leadership or decision making skills (Gooty and Yammarino 2016). Moreover, the employees would also have the ability of identifying the major strengths and weaknesses for providing better output to the respective organization.
Professional employees are those specified individuals, who are the subsequent members of the profession or company or even the individual, who could earn living from the professional activity. All the professional employees can describe significant educational trainings to prepare themselves with proper knowledge and skills to perform professional roles (Kim, Liu and Diefendorff 2015). Various important and significant ethical or moral professional obligations are followed by them. There are four capacities of PsyCap, which are optimism, resilience, self-efficacy and hope, which make the work much easier for professional employees to maintain work efficiency.
On the contrary, administrative employees are responsible for exercising independent judgment and discretion while the proper completion of the duties of that specific person. As per Schermuly, Meyer and Dämmer 2013, various business operations as well as organizational policies or techniques could be involved within the major responsibilities or duties for the administrative employees. Two effective PsyCap capacities required for building their psychological capital for the administrative employees are self-efficacy and resilience.
The emotional labour is a basic process for managing as well as controlling the major feelings or expressions to fulfil the emotional job needs. Various workers have the expectation of regulating major emotions when they are interacting with superiors, co-workers and customers. This emotional labour even includes the proper analysis or decision making for the emotional expression. Hope, resilience and self-efficacy are the major capacities of psychological capital, which could be termed as the core requirements of emotional labour.
Blue collar employees are those specific individuals, whose jobs could entail the physical labour completely and majorly. The blue collar employees could work within any work shop and factory (Islam et al. 2013). End results of the outcomes of these employees are both identifiable and tangible. Each and every blue collar employee has the responsibility of doing excessive manual hard work and thus the four capacities of resilience, optimism, hope and self-efficacy. A positive work attitude is required for these blue collar employees for completing their manual work.
White collar employees, on the contrary could be stated as those individuals, who could easily perform the managerial, administrative and professional work. The works of the white collar employees could perform their work in any admin office or setting (Gooty and Yammarino 2016). The white collar employees should have the psychological capital capacities of self-efficacy and optimism for the purpose of completing their works effectively and efficiently.
Psychological Capital or PsyCap
Emotions of any particular individual can be stated as the respective conscious experience, which is being eventually featured by the intensified mental actions and even the proper degrees of displeasure as well as pleasure. These emotions are also interlinked with motivation, personalities, temperament, disposition and mood (Jha and Jha 2013). The most important aspect of this emotion is cognition and this type of aspect, acting mainly on the emotions or versions of emotions that the individuals are feeling. The several mental procedures are quite vital for a proper interpretation of each and every event.
Emotions are quite complex and complicated and as per the theory of Leader Member Exchange, there are certain feeling states, which substantially result within the major psychological and physical changes, which influence the individual’s behaviours. The respective physiology of the emotions is mainly associated with the effective arousal of nervous systems with the several strengths and states of arousal relation for some specified emotions. These emotions are often considered as the driving force behind positive, negative thought and motivation.
Hence, the emotions consist of strong impact over the overall employee performance for any particular company. The respective team spirit, decision making skill, leadership skill, job performances are highly affected by each and every emotion (Li and Liao 2014). Furthermore, the innovations, creativities and even the interpersonal relationships are highly influenced by these employees of the organization. The emotions such as interest, trust, anger, grief are not at all instantaneous and hence they are not even prolonged like mood. On the other hand, emotions are the brief summaries of various synchronized changes within mind or body that is responsible for directly affecting the performances of the employees of that organization.
Conclusion
Therefore, from the above discussion, conclusion could be drawn that the positive behaviour mainly emphasizes on the core capability of the employees thriving in their work places and even attaining their respective peak performance. As per a cross sectional and qualitative survey, a proper measurement is required to retain the real factor. Although, the subsequent measures of work engagement and followership are adapted by them, there is a requirement of improvement for the internal reliability as well as validity construction for the instruments. The best factor for the structure of psychological capital or PsyCap is eventually confirmed. This above provided essay has clearly outlined the significant relationship within authentic leadership, PsyCap or psychological capital and LMX or leader member exchange theory. A subsequent process for the PsyCap building for numerous types of employees is being demonstrated in the essay. Moreover, the impact of emotions on the employee performances is also provided in this essay.
References
Chernyak-Hai, L. and Tziner, A., 2014. Relationships between counterproductive work behavior, perceived justice and climate, occupational status, and leader-member exchange. Revista de Psicología del Trabajo y de las Organizaciones, 30(1).
Gooty, J. and Yammarino, F.J., 2016. The leader–member exchange relationship: A multisource, cross-level investigation. Journal of Management, 42(4), pp.915-935.
Islam, T., ur Rehman Khan, S., Norulkamar Ungku Bt. Ahmad, U. and Ahmed, I., 2013. Organizational learning culture and leader-member exchange quality: The way to enhance organizational commitment and reduce turnover intentions. The Learning Organization, 20(4/5), pp.322-337.
Jha, S. and Jha, S., 2013. Leader-member exchange: A critique of theory & practice.
Kim, T.Y., Liu, Z. and Diefendorff, J.M., 2015. Leader–member exchange and job performance: The effects of taking charge and organizational tenure. Journal of Organizational Behavior, 36(2), pp.216-231.
Kimura, T., 2013. The moderating effects of political skill and leader–member exchange on the relationship between organizational politics and affective commitment. Journal of Business Ethics, 116(3), pp.587-599.
Li, A.N. and Liao, H., 2014. How do leader–member exchange quality and differentiation affect performance in teams? An integrated multilevel dual process model. Journal of Applied Psychology, 99(5), p.847.
Schermuly, C.C., Meyer, B. and Dämmer, L., 2013. Leader-member exchange and innovative behavior. Journal of Personnel Psychology.
Sun, L.Y., Chow, I.H.S., Chiu, R.K. and Pan, W., 2013. Outcome favorability in the link between leader–member exchange and organizational citizenship behavior: Procedural fairness climate matters. The Leadership Quarterly, 24(1), pp.215-226.
Tse, H.H., Lam, C.K., Lawrence, S.A. and Huang, X., 2013. When my supervisor dislikes you more than me: The effect of dissimilarity in leader–member exchange on coworkers’ interpersonal emotion and perceived help. Journal of Applied Psychology, 98(6), p.974.
Wang, X.H., Fang, Y., Qureshi, I. and Janssen, O., 2015. Understanding employee innovative behavior: Integrating the social network and leader–member exchange perspectives. Journal of Organizational Behavior, 36(3), pp.403-420.
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