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Students’ Potential For Authentic Leadership

Author

Listed:
  • Djurdja Solesa-Grijak

    (University of Novi Sad, Technical Faculty “ Mihajlo Pupin” Zrenjanin, Republic of Serbia)

  • Dragan Solesa

    (University of Business Academy of Novi Sad, Faculty of Economics and Engineering Management, Serbia)

  • Nedjo Kojic

    (University of Business Academy of Novi Sad, Faculty of Economics and Engineering Management, Serbia)

Abstract

To know yourself and to act accordingly has been seen as a moral imperative throughout history. The aim of this research was to determine potential of students for authentic leadership and relation between their authentic personality and potential for authentic leadership. The sample consisted of students (N=133) from Serbia (male – 59% and female – 41%). The average age of students was M=21.9. Instruments used were Authenticity Scale (Wood et al., 2008) and Authentic Leadership Self-Assessment Questionnaire (ALQ – Walumbwa et al., 2008). Authenticity scale had three subscales – authentic living, accepting external influence and self-alienation. Authentic Leadership Self-Assessment Questionnaire had four subscales – self-awareness, internalized moral perspective, balanced processing and relational transparency. Results showed that students are authentic persons - M=43.16 (with theoretical range of scores from 12 to 84) and have a potential for authentic leadership – M=57.41 (with theoretical range of scores from 16 to 80). Authentic personality in students is not a predictor of authentic leadership (R2=.001,F(1,132)=.08, p

Suggested Citation

  • Djurdja Solesa-Grijak & Dragan Solesa & Nedjo Kojic, 2015. "Students’ Potential For Authentic Leadership," Interdisciplinary Management Research, Josip Juraj Strossmayer University of Osijek, Faculty of Economics, Croatia, vol. 11, pages 149-158.
    • Handle: RePEc:osi:journl:v:11:y:2015:p:149-158
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    More about this item

    Keywords

    authenticity; leadership; students;
    All these keywords.

    JEL classification:

    • L2 - Industrial Organization - - Firm Objectives, Organization, and Behavior
    • L31 - Industrial Organization - - Nonprofit Organizations and Public Enterprise - - - Nonprofit Institutions; NGOs; Social Entrepreneurship
    • L29 - Industrial Organization - - Firm Objectives, Organization, and Behavior - - - Other

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