The relationship between Authentic Leadership, Work-related stress and Job motivation A Mixed Methods Study

Work-related stress (WRS) continues to present as a significant workplace hazard and is the cause of numerous employee and organisational issues (Kompier et al., 2000; O’Keefe et al., 2014; WHO, 2013). Moreover, there is an increase in WRS in the health care sector (see Russell et al., 2018). Studies have shown that WRS and related outcomes harm the quality of care received by users in health care settings (Boamah et al., 2017; Galletta et al., 2016; Van Bogaert et al., 2013; Wong & M. Giallonardo, 2013). Due to the prevalence of management malfeasance, ethical conduct, or lack thereof in corporate and governance leadership, and increased societal challenges (e.g., economic downturn, climate change and corporate scandals etc.), attention towards Authentic Leadership (AL) is growing (Gardner et al., 2011; Neider & Schriesheim, 2011; Walumbwa et al., 2008). However, although the research on perceptions and benefits of AL is growing, it remains limited, especially in the intellectual disability (ID) sector. This research demonstrates that poor leadership and stress can be significant contributors to decreased job motivation (JM), which in turn negatively affects staff and can have a substantial impact on the welfare of the people who avail themselves of ID services. Using a multi-strategy research design, this study examined the relationship between AL, WRS, and JM in the intellectual disability sector in Ireland. Overall results showed that perceived AL of one’s supervisor significantly decreased WRS and improved JM. The results demonstrate the important role leaders have in preventing negative employee, service user and organisational outcomes.