Authentic Leadership and Human Resources Role  for Future Work

Lucky Setiawan; Willson Gustiawan

doi:10.55980/esber.v2i1.77

Authors

Lucky Setiawan Nottingham University Business School, Singapore, Singapore
Willson Gustiawan Politeknik Negeri Padang, Padang, Indonesia

DOI:

https://doi.org/10.55980/esber.v2i1.77

Keywords:

authentic leadership, COVID-19, HR role, the future of work

Abstract

Authentic leadership is a style of leadership that emphasizes openness, sincerity, and honesty. Authentic leaders cultivate real relationships with their people by instilling trust and building a healthy work environment. Evaluating the publicly stated efforts of one world leader in terms of his ability to demonstrate his authentic leadership attributes during the COVID-19 pandemic response. Using existing literature, this article explores how his attitude has helped or hampered his leadership responsibilities. Furthermore, leadership is intimately tied to human resource management, particularly in terms of reacting to the future of work. The term "future of work" refers to a well-informed view of what companies and other organizations need to know about how work can change as a result of digitalization and other developments, as well as how workforces and workplaces should prepare for such changes. Organizations researching the post-COVID-19 future of work must customize their approach to their own circumstances. Therefore, this article also discuss the function of human resources in the workplace of the future.

References

Aghazadeh, S. (2003). The future of human resource management. Work Study, 52(4), 201–207. https://doi.org/10.1108/00438020310479045

Al-Alawi, A. I., Messaadia, M., Mehrotra, A., Sanosi, S. K., Elias, H., & Althawadi, A. H. (2023). Digital transformation adoption in human resources management during COVID-19. Arab Gulf Journal of Scientific Research. https://doi.org/10.1108/AGJSR-05-2022-0069

Apascaritei, P., & Elvira, M. M. (2021). Dynamizing human resources: An integrative review of SHRM and dynamic capabilities research. Human Resource Management Review, 32(4), 100878. https://doi.org/10.1016/j.hrmr.2021.100878

Bamel, U., Kumar, S., Lim, W. M., Bamel, N., & Meyer, N. (2022). Managing the dark side of digitalization in the future of work: A fuzzy TISM approach. Journal of Innovation and Knowledge, 7(4), 100275. https://doi.org/10.1016/j.jik.2022.100275

Barisione, M. (2023). Reviving Metapersonal Charisma in Max Weber. Political Theory, 51(3), 530–556. https://doi.org/10.1177/00905917221129632

Beckham, T. L., Cutts, B. B., Rivers, L., Dello, K., Bray, L. A., & Vilá, O. (2023). BRIDGE Builders – Leadership and social capital in disaster recovery governance. International Journal of Disaster Risk Reduction, 96(August). https://doi.org/10.1016/j.ijdrr.2023.103942

Brewer, K. L., & Devnew, L. E. (2022). The International Journal of Management Education Developing responsible , self-aware management : An authentic leadership development program case study. The International Journal of Management Education, 20(3), 100697. https://doi.org/10.1016/j.ijme.2022.100697

Capozza, C., & Divella, M. (2019). Human capital and firms’ innovation: evidence from emerging economies. Economics of Innovation and New Technology, 28(7), 741–757. https://doi.org/10.1080/10438599.2018.1557426

Chatterjee, S., Chaudhuri, R., Kumar, A., Gupta, S., & Sengupta, P. (2023). Rethinking of firm innovation capability: Examining the moderating role of leadership ability on a new business model. Technological Forecasting and Social Change, 195(December 2022), 122771. https://doi.org/10.1016/j.techfore.2023.122771

Chaudhary, R., & Panda, C. (2019). Examining Self-Monitoring and Neuroticism as Predictors and Self-Efficacy as an Outcome of Authentic Leadership. Organization Management Journal, 16(3), 179–192. https://doi.org/10.1080/15416518.2019.1628697

Cubric, M. (2020). Drivers, barriers and social considerations for AI adoption in business and management: A tertiary study. Technology in Society, 62(December 2019), 101257. https://doi.org/10.1016/j.techsoc.2020.101257

Davidescu, A. A. M., Apostu, S. A., Paul, A., & Casuneanu, I. (2020). Work flexibility, job satisfaction, and job performance among romanian employees-Implications for sustainable human resource management. Sustainability (Switzerland), 12(15). https://doi.org/10.3390/su12156086

Domínguez-Escrig, E., Mallén Broch, F. F., Chiva, R., & Lapiedra Alcamí, R. (2023). Authentic leadership: boosting organisational learning capability and innovation success. Learning Organization, 30(1), 23–36. https://doi.org/10.1108/TLO-01-2021-0007

Dsouza, P. K. (2019). Absolute answerability in the Era of Artificial Intelligence and Machine Learning: A talent management perspective. Proceeding of 2019 International Conference on Digitization: Landscaping Artificial Intelligence, ICD 2019, 8–13. https://doi.org/10.1109/ICD47981.2019.9105675

Frömmer, D., Hollnagel, G., & Franke-bartholdt, L. (2021). Linking authentic leadership , moral voice and silence — A serial mediation model comprising follower constructive cognition and moral efficacy. https://doi.org/10.1177/2397002220984440

Gardner, W. L., Avolio, B. J., Luthans, F., May, D. R., & Walumbwa, F. (2005). “Can you see the real me?” A self-based model of authentic leader and follower development. Leadership Quarterly, 16(3), 343–372. https://doi.org/10.1016/j.leaqua.2005.03.003

Gikopoulos, J. (2019). Alongside, not against: balancing man with machine in the HR function. Strategic HR Review, 18(2), 56–61. https://doi.org/10.1108/shr-12-2018-0103

Jang, S., Chung, Y., & Son, H. (2023). Employee participation in performance measurement system: focusing on job satisfaction and leadership. International Journal of Productivity and Performance Management, 72(7), 2119–2134. https://doi.org/10.1108/IJPPM-08-2021-0448

John, M. M., Olsson, H. H., & Bosch, J. (2023). Towards an AI-driven business development framework: A multi-case study. Journal of Software: Evolution and Process, 35(6), 1–24. https://doi.org/10.1002/smr.2432

Joosse, P., & Zelinsky, D. (2023). Charismatic Mimicry: Innovation and Imitation in the Case of Volodymyr Zelensky. Sociological Theory, 41(3), 201–228. https://doi.org/10.1177/07352751231174436

Klonek, F. E., Gerpott, F. H., & Parker, S. K. (2020). A conceptual replication of ambidextrous leadership theory: An experimental approach. Leadership Quarterly, 34(4), 101473. https://doi.org/10.1016/j.leaqua.2020.101473

Latukha, M., & Malko, K. (2019). Westernization or localization of human resource management practices in CIS countries? Evidence from Kazakh firms. International Journal of Emerging Markets, 14(3), 385–409. https://doi.org/10.1108/IJOEM-05-2016-0122

Lawrason, S. V. C., Shaw, R. B., Turnnidge, J., & Côté, J. (2023). Characteristics of transformational leadership development programs: A scoping review. Evaluation and Program Planning, 101(August). https://doi.org/10.1016/j.evalprogplan.2023.102354

Mai, N. K., Do, T. T., & Tran, P. M. (2023). How leadership competences foster innovation and high performance: evidence from tourism industry in Vietnam. Journal of Hospitality and Tourism Insights, 6(3), 1253–1269. https://doi.org/10.1108/JHTI-02-2022-0083

Makridis, C. A., & Han, J. H. (2021). Future of work and employee empowerment and satisfaction: Evidence from a decade of technological change. Technological Forecasting and Social Change, 173(September), 121162. https://doi.org/10.1016/j.techfore.2021.121162

Memon, M. A., Salleh, R., Mirza, M. Z., Cheah, J. H., Ting, H., Ahmad, M. S., & Tariq, A. (2021). Satisfaction matters: the relationships between HRM practices, work engagement and turnover intention. International Journal of Manpower, 42(1), 21–50. https://doi.org/10.1108/IJM-04-2018-0127

Meskelis, S., & Whittington, J. L. (2020). Driving employee engagement: how personality trait and leadership style impact the process. Journal of Business and Industrial Marketing, 35(10), 1457–1473. https://doi.org/10.1108/JBIM-11-2019-0477

Nübold, A., Van Quaquebeke, N., & Hülsheger, U. R. (2020). Be(com)ing Real: a Multi-source and an Intervention Study on Mindfulness and Authentic Leadership. Journal of Business and Psychology, 35(4), 469–488. https://doi.org/10.1007/s10869-019-09633-y

Olsson, H. H., & Bosch, J. (2020). Going digital: Disruption and transformation in software-intensive embedded systems ecosystems. Journal of Software: Evolution and Process, 32(6), 1–24. https://doi.org/10.1002/smr.2249

Raed, H., Qawasmeh, E. F., Alserhan, A. F., Ahmad, H., Hammouri, Q., Halim, M., & Darawsheh, S. R. (2023). Utilizing business intelligence and digital transformation and leadership to enhance employee job satisfaction and business added value in greater Amman municipality. International Journal of Data and Network Science, 7(3), 1077–1084. https://doi.org/10.5267/j.ijdns.2023.5.016

Ribeiro, N., Duarte, A. P., & Filipe, R. (2018). How authentic leadership promotes individual performance: Mediating role of organizational citizenship behavior and creativity. International Journal of Productivity and Performance Management, 67(9), 1585–1607. https://doi.org/10.1108/IJPPM-11-2017-0318

Robinson, K., McKenna, B., & Rooney, D. (2022). The Relationship of Risk to Rules, Values, Virtues, and Moral Complexity: What We can Learn from the Moral Struggles of Military Leaders. Journal of Business Ethics, 179(3), 749–766. https://doi.org/10.1007/s10551-021-04874-5

Sivarethinamohan, R., Kavitha, D., Koshy, E. R., & Toms, B. (2021). Reimagining Future of Future by redesigning Talent Strategy in the Age of Distraction and Disruption. International Journal of Systematic Innovation, 6(4), 33–45. https://doi.org/10.6977/IJoSI.202106_6(4).0003

Stice, E. (2023). Leading like lions: The model junior officer in the Great War and a critique of present-day mainstream leadership models. Leadership, 19(5), 431–455. https://doi.org/10.1177/17427150231198767

Strohmeier, S. (2020). Digital human resource management: A conceptual clarification. German Journal of Human Resource Management, 34(3), 345–365. https://doi.org/10.1177/2397002220921131

Sumanth, J. J., Černe, M., Hannah, S. T., & Škerlavaj, M. (2023). Fueling the Creative Spark: How Authentic Leadership and LMX Foster Employees’ Proactive Orientation and Creativity. Journal of Leadership and Organizational Studies. https://doi.org/10.1177/15480518231180064

Vaid, S., Ahearne, M., Honig, B., & Krause, R. (2023). Customer-related executive leadership turnover and firm performance: A dilemma of firm-level human resource contingencies. Journal of Business Research, 159(February), 113759. https://doi.org/10.1016/j.jbusres.2023.113759

Vatousios, A., & Happonen, A. (2021). Renewed talent management: more productive development teams with digitalization supported HR tools. International Journal of Engineering & Technology, 10(2), 170. https://doi.org/10.14419/ijet.v10i2.31705

Walford-Wright, G., & Scott-Jackson, W. (2018). Talent Rising; people analytics and technology driving talent acquisition strategy. Strategic HR Review, 17(5), 226–233. https://doi.org/10.1108/shr-08-2018-0071

Wang, Y. (2023). Exploring the roles of cognitive style and guanxi networks in creativity, leadership, and entrepreneurship. Thinking Skills and Creativity, 50(August), 101398. https://doi.org/10.1016/j.tsc.2023.101398

Zeb, A., Rehman, F. ur, Imran, M., Ali, M., & Almansoori, R. G. (2020). Authentic leadership traits, high-performance human resource practices and job performance in Pakistan. International Journal of Public Leadership, 16(3), 299–317. https://doi.org/10.1108/IJPL-02-2020-0011