Chapter 04 – Analysis and Discussion

4.1 Introduction
In Chapter 4, the analysis develops as it explores in depth at how such an authentic leadership
impacts employee well-being and job satisfaction in international project environments. Here, we
analyze specific authentic leadership behaviors closely in regards to cross-cultural challenges
that leaders need to overcome and evaluate the direct influence of these areas on performance
individual as well collective. The observation includes organizational results, reviewing in the
wider impact on project effectiveness, cohesiveness of teams and overall efficiency. By carefully
investigating these themes, the analysis aims to uncover the subtle links between genuine
leadership practices and employee welfare as well job satisfaction on a global project level.

4.2 Thematic Analysis

Table 1 offers an easy-to-read and organized table that depicts the theme numbers alongside their
corresponding themes in relation to current research on authentic leadership’s role in promoting
employee wellbeing, job satisfaction throughout different stages of international projects.

Themes
Theme 1 Authentic Leadership Behaviors
Theme 2 Cross-Cultural Leadership Challenges
Theme 3 Employee Well-Being and Job Satisfaction Outcomes
Theme 4 Organizational Impact and Performance

Table 2 below describes the four themes in an simplified manner, thus highlighting their
principle components with regards to context of research topic.

Theme Key Focus

Identification and examination of specific authentic leadership behaviors in
Authentic Leadership international project environments, such as trust-building, transparency, open
Behaviors communication, and consistency in decision-making.
Exploration of challenges faced by authentic leaders in diverse and multicultural
project teams, including the influence of cultural differences on perception.
Cross-Cultural Investigation of strategies employed by leaders to navigate cross-cultural
Leadership Challenges challenges and promote well-being among team members.
Assessment of the direct and indirect effects of authentic leadership on employee
Employee Well-Being well-being. Exploration of the relationship between authentic leadership and
and Job Satisfaction various dimensions of job satisfaction in international project environments, as
Outcomes well as the impact on overall satisfaction and performance.
Organizational Impact Analysis of broader organizational outcomes associated with authentic leadership
 Theme Key Focus
in international projects. Exploration of how employee well-being and job
satisfaction contribute to team cohesion, performance, and the long-term success of
and Performance projects and organizational effectiveness.

An overview of the chosen articles, including their aims, methods, main findings and limitations,
is presented in this synthesis table. The table 3 provides a comparative analysis of the different
research approaches and results in each study.

Serial
Number Authors Article Title Aim Methodology Main Findings L
Identified distinct
Dimensionality of trust: An dimensions of trust;
Heyns, M., analysis of the relations highlighted the Limited t
and between propensity, Examine trust Survey, statistical complexity of trust further re
1 Rothmann, S. trustworthiness and trust dimensions analysis relationships explore c
Emphasized the Conceptu
Putting the leader back into importance of study ma
authentic leadership: Reconceptualize and Literature review, integrating the leader validation
Crawford, J. Reconceptualising and rethink authentic conceptual back into the authentic research
2 A., et al. rethinking leaders leadership analysis leadership framework reconcep
Authentic leadership and Authenticated
improved individual leadership enhances
performance: affective performance through
commitment and individual Explore impact on Survey, statistical affective commitment Cross-sec
Duarte, A. P., creativity’s sequential individual analysis, and individual causal in
3 et al. mediation performance mediation model creativity self-repo
Trust in the leader
mediates the
Trust in leader as a pathway Investigate trust as a relationship between Limited t
Enwereuzor, between ethical leadership mediator in safety Survey, statistical ethical leadership and sector; ge
4 I. K., et al. and safety compliance compliance analysis safety compliance be constr
The interactive effect of
authentic leadership and Authentic leadership
leader competency on and leader competency
followers’ job performance: Examine interactive Survey, statistical positively influence job
The mediating role of work effects on job analysis, performance through Cross-sec
5 Wei, F., et al. engagement performance mediating model work engagement report da
The impact of authentic Authentic leadership
leadership on organizational positively influences
citizenship behaviors: the Investigate impact Survey, statistical organizational
Farid, T., et mediating role of affective‐ on organizational analysis, citizenship behaviors Cross-sec
6 al. and cognitive-based trust citizenship behaviors mediating model through trust reliance o
The effect of authentic Authentic leadership
leadership and psychological and psychological
capital on work engagement: Survey, statistical capital enhance work Cross-sec
Wirawan, H., the mediating role of job Explore effects on analysis, engagement through job potential
7 et al. satisfaction work engagement mediating model satisfaction bias
 Serial
Number Authors Article Title Aim Methodology Main Findings L
Identified
Authentic leadership and job configurations for
satisfaction: A fuzzy-set Analyze the Qualitative authentic leadership Limited t
Baquero, A., qualitative comparative relationship with job comparative leading to job configura
8 et al. analysis (fsQCA) satisfaction analysis (fsQCA) satisfaction limitation
Authentic leadership
Effect of authentic positively correlates
leadership on job Investigate impact with job satisfaction Cross-sec
Khan, S., et satisfaction and employee on job satisfaction Survey, statistical and employee potential
9 al. engagement and engagement analysis engagement bias
What do leaders and
employees emphasize as
important in the JD-R Identified leaders and
model, an interview study employees' perspectives Limited t
from a service company in Explore emphasis on Qualitative on JD-R model industry;
10 Hjelleseth, R. Norway JD-R model interviews components interpreta
Authentic leadership
Authentic leadership and positively affects well-
employee well-being: The Survey, statistical being, mediated by Limited t
Rahimnia, F., mediating role of attachment Examine impact on analysis, reduced attachment potential
11 et al. insecurity employee well-being mediating model insecurity bias
Authentic leadership, Authentic leadership
employee wellbeing and positively influences
employee creativity: The Investigate impact Survey, statistical well-being and
mediating role of knowledge on well-being and analysis, creativity through Cross-sec
12 Khan, J., et al. sharing creativity mediating model knowledge sharing report da
Positive relationships
Hassan, A., between authentic Limited t
and Ahmed, Authentic leadership, trust Explore the Survey, statistical leadership, trust, and potential
13 F. and work engagement relationships analysis work engagement bias
Review existing Summarized and
Authentic leadership: A literature and proposed future
Gardner, W. review of the literature and propose research research directions in No prima
14 L., et al. research agenda agenda Literature review authentic leadership review
Dehumanization in Examine Explored
organizational settings: dehumanization in Literature review, dehumanization in Conceptu
Some scientific and ethical organizational ethical organizations and raised dehuman
15 Christoff, K. considerations settings considerations ethical considerations specifica

4.2.1 Authentic Leadership Behaviors

Authentic leadership (AL) comes from the attitude and behavioral conduct of leaders who
influence their followers positively (Rego et al., 2016). Literature and practitioners have shown
the importance of AL in any organization based on authentic leaders who are true to themselves,
especially when they manifest behaviors such as honesty, sincerity, living one’ values etc.
Authentic Leadership Behaviors is a set of basic guidelines that leaders adopt to facilitate
employee welfare and job satisfaction, is one significant theme in the international project
settings. It is based on building trust, which is gained through a transparent manner of
communication and stable decision making (Agote et al., 2016).

Authentic leaders are sincere in their interactions, and this type of an environment makes the
team members feel safe as well as interested (Ndevu, 2019). Transparency ensures that
information flows freely such as getting to know why something is done the way it was so
employees are able to see what’s behind certain actions, hence developing a sense of belonging
and dedication towards an organization. Another important behavior is consistency in decision
making which increases predictability and reliability thereby creating a stable work environment
(Banks et al., 2016). These behaviors do not stem from cultural barriers; on the contrary, they
represent universal standards that apply to various environments. By adopting authenticity,
leaders develop a constructive environment in which employees grow regardless of their origin
(Banks et al., 2016; Agote et al., 2016). In short, Authentic Leadership Behaviors at the core of
organizations become an enabler for creating a working environment in which employees are
valued and satisfied with their jobs on international projects across global borders. Research by
Crawford et al. (2019) indicates that authentic leaders get subordinates to accomplish goals
through credibility and good moral perspectives which are reinforced by increased
consciousness, strong communication skills (Crawford et al., 2019).

Leroy et al. (2015) indicated that the behavior of organizational leaders and those under their
supervision can be a vital determinant in determining the levels of productivity at work. when
leaders and nonmanagerial employees practice authenticity as individuals, it may have a
trickledown effect on productivity at the level of workgroups (Leroy et al., 2015). In the same
vein, Duarte et al. (2021) showed that authentic traits were effective in mediating favourable
workgroup outcomes. The authentic leader therefore, serves as a role model for employees by
promoting authenticity in their behavior. When managers and non-managerial employees
together share common bond in their morals a value systems like the one of authenticity it will
become easier to come up with an agreement on what is best for taking care of mission that has
been set by this organizations under rules offered by the company (Gutierrez, Candel, and
Carver, 2014).
Heyns and Rothmann (2015) emphasizes that authentic leaders arrive at their ethical decisions
through balanced processes rather than rushing to conclusions. Subordinates may rely on their
previous experiences to predict whether a leader’s forthcoming actions are likely to succeed or
fail. A staff member is likely to develop trust in a leader based on the ways and mood of that
specific leader (Heyns and Rothmann, 2015). When authentic leaders act with personal
consideration and respect towards their subordinates it will most likely increase trust. In support
of this perspective, Enwereuzor et al. (2020) suggest that leaders who are seen as authentic by
subordinates could increase the trust level among followers.” Authenticity is related to Ethics
and connected with Job satisfaction which can be characterized by consistency of moral actions
(Sharif and Scandura, 2014). Authentic characteristics like ethical conduct may result in higher
loyalty among employees to the organization as well as greater satisfaction from their job (Xiong
et al., 2016).

4.2.2 Cross-Cultural Leadership Challenges

The second theme, “Cross-Cultural Leadership Challenges”, plays a significant role in the field
of authentic leadership and how it affects employee wellbeing and job satisfaction within
international project spheres. Analysis of insights from relevant articles, such as Wei et al.
(2018), Farid et al. (2020), Wirawan et al. (2020), and Baquero et al. (2019), reveals a nuanced
perspective.

One of the major problems authentic leaders face in culturally diverse teams is that it requires
more cross cultural sensitivity than what would be needed if they were managing a team without
such diversity. It is featured by Baquero et al. (2019) and Wei et al. (2018) that a powerful leader
ought to have the option to stay genuine while being delicate and conscious of different societies,
so their administration can reverberate with the ways of life or ways of behaving in various
colleagues who structure part of a socially assorted working environment. For instance, as the
authors of Farid et al. (2020) and Wirawan et al. (2020) have pointed out, it is very difficult for
an entrepreneur to establish trust within social divisions when entering a different culture that
can affect how individuals feel about these initiatives being credible. Leaders then ought to
reflect progression, receptiveness and multifaceted concerned which is a repeating theme to rise
above such difficulties. In the end, Wei and al. (2018) highlight the synergistic effect of
leadership authenticity and competence on followers' job performance. In doing so, the review
shows that authentic leadership is a major factor contributing to future development of workers'
results.

Authentic leaders ensure that the workplace environment is conducive to success by fostering
trust, openness of communication and interaction between cultures. By contrast, Farid et al.
(2020) examine the question of how authentic leadership can shape organisational citizenship
behaviour when affective and cognitive based trust are employed in its role as a mediator. The
outcome points to the importance of building trust as a key element in addressing diversity of
leadership challenges. It has been demonstrated that by trusting authentic leaders, social barriers
are reduced and an environment is built in which the conduct of authoritative citizenship will
gradually be encouraged, work performed to improve the well being of representatives.

As evidenced by Wirawan et al. (2020), authentic leaders in different scenes are very good at
dealing with psychological states and the fulfilment of an occupation which inspires increased
work commitment. It shows that, in promoting an environment of support and involvement at
work, the authentic leadership style is superior to cultural styles. Moreover, authentic leadership
is not an end all final resolution; rather, it thinks about genuineness as key part that outcomes in
satisfaction of job across different settings. In this delicate view, authentic leadership positions
itself in a position where it may be obliged by different social attitudes and thus serves to
improve job satisfaction, as articulated by Wirawan et al. (2020). Contrarily, Baquero et al.
(2019) used a fuzzy framework strategy to assess how authentic leadership relates to employee
satisfaction. The review acknowledges that authentic authority is not the main response, but that
it is an essential element in terms of employee satisfaction in different circumstances. This mind
boggling viewpoint on authentic adaptable leadership features its agreeability in various social
qualities as well as it being the vital component of jobs satisfaction. The points of view of
various researchers uncovered that culture influences the procedure f decision making as far as
inclinations of leadership styles are concerned (Levesque-Côté et al., 2018; Wei et al., 2018).

In some cultures hierarchical form of decision making can be crucial, in others it could be more
important to use the participative approaches. However, authentic leaders need to be very
flexible in seeking the help of various perspectives when making their decisions. Collectively,
such findings could be used to construct a full picture of authentic leadership as an effective
instrument in coping with the challenges presented by divergent culture at international project
environment (Hsieh and Wang, 2015). The studies are also highlighting that authentic leadership
through its basic premises of transparency, trust development and consistency not only goes
beyond cultural differences but acts as a catalyst to positive employee outcomes (Hsieh & Wang,
2015; Levesque-Côté et al., 2018). These insights therefore set forth sound guidance for
companies that are keen to introduce authentic leadership strategies within their organizations in
order to ensure employee wellness, job satisfaction and successful completion of projects across
various environments against the backdrop of a globalized workforce.

4.2.3 Employee Well-Being and Job Satisfaction Outcomes

Workers’ job satisfaction was found to be positively correlated with authentic leadership, as
numerous studies have already declared (Khan et al., 2017). Authentic leaders have a good
impact on the behaviour of workers, as they facilitate self-determination among followers
according to Ilies et al. (2005). As noted by Hjelleseth (2023), such internal regulation is typical
of authentic leaders which promotes increased well-being, commitment and performance among
employees. To conclude, authentic leaders – the self- conscious leader that is processes the
relevant information and manages it in moderation presents an internalized moral outlook; they
are open about their relationships which has a positive connection with workers’ satisfaction.
Therefore, the linkage between authentic leadership and job satisfaction is partly due to
organizational dehumanization. Additionally, workers may see dehumanization by their
organization depending on the leader of that organisation and this fact will affect workers’ job
satisfaction.

The contemporary organizational environment is becoming more complex with increased work
demands, overwork and longer working hours considering most organisations operate on a 24/7
basis. Taking into consideration the JD-R model structure (Bakker and Demerouti, 2017), JO is
perceived as one of job demands that can impact employees’ wellbeing negatively. Janse van
Rensburg and Rothmann (2020) emphatically put forward that, job demands refer to the
psychological, tangible, societal or organizational attributes of a job which require an actual
basis of effort both intellectual as well as physical in nature associated with specific cost because
they have definite weightage. Job demands may encompass overtime work, job insecurity and
time-associated challenges at the workplace as well those arising from reorganization
andworkload (Radic et al., 2020).
On the contrary, authentic leadership emerges as a key factor influencing employee well being
and demonstrating multifaceted impacts through various pathways of influence, as was shown by
Rahimnia and Sharifirad (2015) and Khan et al (2019). An interesting aspect of Rahimnia and
Sharifirad (2015) study identifying authentic leadership as a mediator for employee well-being is
the inclusion of attachment insecurity. The research indicates that authentic leaders, through their
honest and open conducts are able to mitigate insecurities related with attachment among
employees. Authentic leaders foster an emotional well-being much more by creating a work
environment built on trust, open dialogue and making people feel that they are the part of
something. In this research, the profound impact of authentic leadership in minimizing
psychological stressor has been placed and a favorable ambiance for an employee’s well being is
encouraged.

A study by Khan et al. (2019) of authors deals with the impact that authentic leadership has in
enhancing employee wellness and creativity through knowledge sharing as a mediating variable .
Thus, they demonstrate that authentic leaders who encourage openness and trust in the workplace
will develop knowledge sharing among employees. This process of interchange of ideas and
information does not only increase employee well-being but also improves creativity at the
organizational level. The study recommends that authentic leadership by providing employees
with a work environment in which they feel valued and encouraged not only benefits their
overall well-being but also spurs them to be creatively expressive and innovative.

In short, studies show that authentic leadership is all positive in employees’ wellbeing and job
satisfaction overall. Scholars emphasize that authentic leadership is one of the effective practices
to reduce insecurities related to attachment while at the same time admitting an interconnected
process between authenticity and knowledge sharing deepening into employee well-being. These
insights highlight the multiple roles of authentic leadership in building workplace cultures that
promote not only employees’ welfare but also innovation and creativity in the substructure of
organizations as well.

4.2.4 Organizational Impact and Performance

Authentic leaders always practice a strong sense of integrity and have their personal purpose as
well as commitment to the values they hold most dear. These leaders can assist firms in meeting
shareholders and other stakeholder needs. Therefore, this kind of leaders evokes healthy
relationship among the work groups which in turn result into various positive outcomes like
employee engagement as well as employees intention to stay on job and organizational
commitment etcetera (Hassan and Ahmed, 2011). According to the discussion in Garnder et al.,
(2011), followership is very much an essential component of any leadership process and it
should be remembered that followers always look for authenticity building its leader with time.
Researchers have explored a range of consequences on followers for the purpose of developing
authentic leadership theory (Gardner et al, 2011).

The authentic leadership helps followers to feel satisfaction in their own workplace (Baek et al.,
2019; Wong et al. 2020). Thus, it is assumed that the perception of organizational
dehumanization influences job satisfaction among workers as dehumanizing experiences
decrease its level since such a treatment violates their basic needs (Gillet et al., 2012). Similarly,
organizations that treat their workers mechanistically tend to have poorer well-being among
those very same sets of people (Christoff, 2014). In this regard, Christoff (2014) in his research
states that dehumanization due to the organization devalues well-being of workers because it
increases anxiety or depression levels among these and reduces competencies for interaction
between employees. According to this perspective, Baldissarri et al. (2014), found that
employees who felt seen as an instrument by their supervisor had higher burnout levels.

4.3 Discussion
Authentic leadership is a type of management that motivates employees by asking their opinion
first, while acting morally and thus may contribute to improving the atmosphere at work. Ethical
behavior, transparency, selfawareness and informed decision-making are characteristics related
to authenticity (Fusco, O’Riordan and Palmer, 2015). The results of this dissertation confirm that
authentic leadership can be a predictor for job satisfaction and well-being related to coworkers as
well as general job factors. A study performed by Grandey et al. (2012) on authenticity and
employee burnout found that the authenticity worked to reduce instances of burning out at work.
Also, Dias Semedo et al. (2016) did research on the attitude of employees and their impact with a
focus on authentic leadership concluded there was a positive correlation between authenticity in
employees happiness at work, satisfaction levels as well as productivity ratio. The results
obtained from this study are also similar to Kinnunen, Mauno and Feldt (2016) who conducted a
research on authenticity over time and its impacts effecting employee teams. Their conclusions
were that this authenticity correlated with maintaining a team atmosphere. Ethical treatment and
mutual respect also foster trust between leaders and subordinate employees that can lead to
increased job satisfaction (Liang, 2017).

Likewise, Neves and Story (2015) suggest that leaders are valued by workers as much as vice
versa, a situation in which mutual respect is observed without regard for the employee’s rank to
benefit job satisfaction. Authentic leadership qualities like transparency, ethics and self-
awareness have a lot to do with job satisfaction especially when there is shared information that
could be important to employee roles within the organization as well as restructuring in an
organization (Leroy et al., 2015). Pucic (2015) held the view that job satisfaction and employee
wellbeing may increase due to perceived moral behavior of a leader; thus, deeming ethics an
authentic leadership trait.

Self-awareness is another authentic trait that has an implication to job satisfaction in the sense
where employees who are aware of their characters and attitudes also note how they can
demoralize or inspire others (Pierro et al., 2013; Rego et al., 2013). self-conscious workers
ensure that their behavior does not have a negative impact on cohesiveness and productivity in
the workplace (Pierro et al., 2013). This research corroborated these results, as authentic
leadership was found to correlate positively with coworker satisfaction and wellbeing. These
findings indicate that employees who are under supervision respond to high ethical standards and
transparency with a sense of satisfaction. Fair treatment goes hand in hand with principled
behavior (Amunkete and Rothmann, 2015). When employees believe that they are treated fairly
and satisfied with the jobs, there is a greater possibility of them staying in one company (Tziner
et al., 2015; ZoghbiManrique-de-Lara and Suárez–Acosta, 2014). This study also supported the
authentic leadership as it is based upon general job satisfaction. That conclusion may be due to
the optimism of an employee; this may be the case since authentic leadership as defined involves
high ethical behavior and reflecting in-depth on one’s self, hence personnel who practice this
kind of leadership start to believe that is only right for them when they divide their opinions
about various constituents around their workplace from others instead of letting a single negative
component spoil all positive thoughts (Azanza et al., 2013).

Wong et al. (2013) looked at authenticity as it pertained to job satisfaction and discovered that in
life leadership was positively linked with followers’ being authentic themselves. Considering the
possible effects that such combination of characteristics can bring to every work environment, it
would be appropriate for people to dig deeper into both the constructs and ways in which they
affect organizations (Burris et al., 2013). Understanding this leadership style and its effects in the
industrial arena would also trigger development of management training programs that lead to
better employee/employer relations and increased job satisfaction (Azanza et al., 2013). Van
Quaquebeke et al. (2010) measured the impact such perceptions had on followers’ self-
identification with their leaders and also levels of job satisfaction. They determined that there
was a positive relationship between the expression of constructive leadership values and the level
of workplace satisfaction and leader satisfaction when how followers valued their leaders
matched with this.

This study has some support in theory of positive psychology according to which the purpose of
a person’s life is for those who are making others strong by their efforts (Morganson et al.,
2014). Positive psychology was based on the idea of moving away from finding and defining
one’s weaknesses to leading once again in discovering personal strengths and learn how a person
can develop these strengths for improving life quality (Braun and Nieberle, 2017; Cassar and
Buttigieg, 2013). Authentic leadership is associated with positive psychology because it involves
the utilization of qualities that allow people to bring about such healthy interactions. Most
directly self-awareness and ethical behavior can be utilized trying to develop self confidence in
others; indeed, this study on job satisfaction suggested some supporting evidence for that
conclusion (Morganson et al., 2014). Working with Authentic leadership theory structures
characterized as transparency, informed decisions making process, ethics and self-awareness
reveals that they directly affect job satisfaction; their effects were analyzed through logistic
regression analysis to shed more light on how the outcomes related to research questions
(Azanza et al., 2013; Hsiung, 2012).

The relationship between AL and employee wellbeing is comparable to the findings of research
that revealed authentic behaviour would impact employees’ wellbeing significantly (Rautenbach
and Rothmann, 2017; Kerns, 2018). In addition, behavioral authenticity in leadership also
contributes to organizational citizenship behaviour among followers creativity and employee
performance (Ribeiro et al., 2018). Based on Kernis (2018), authentic leaders are characterized
by positivity and optimism, as these positive emotions transfer or spread among employees’ lives
like a contagious effect. Authentic leaders shape an atmosphere surrounding them that is made
more sustainable by a mutual emotional exchange reinforcing subordinary well-being
(Rautenbach and Rothmann, 2017).

Authentic leaders, when leading employees under their supervision tend to foster the work
culture towards an environment of unity, cooperation, trust and general satisfaction (Burris et al.,
2013; Valsania et al., 2012). These results further the concept of positive psychology and
authentic leadership, which states that one can create legitimacy by presenting an honest message
or communicating respectfully to people regardless whatever level they are in work (Azanza, et
al. 2018). Besides, working engagement is positively associated with workplace well-being as it
involves a steady emotional state and motivation. A similar result emerged from the recent
commentary by yang Ditanggape (2021). The authors observed that authentic leaders give their
followers an individual taste of happiness, which results in work commitment. Furthermore,
authentic leaders have happy and engaged employees. They stay enthusiastic and have a sense of
purpose as they are aware that the manager is interested in their health and welfare (Jia et al.,
2022). Also, authentic leadership is closely associated with the fact of having fun at work where
people are motivated to do tasks in new ways (Plester and Hutchison, 2016). Fun at work occurs
in response to the positive psychology and motivation that subordinates obtain from working
under an ethical, consistent, and fair leader who is concerned about their interests. Therefore,
authentic leadership has a positive association with workplace well-being and engagement.

On the other hand, though a fairly large number of studies did not support the claims that
authentic leadership is positively associated with task satisfaction and leader autonomy.
Authentic leadership is likely to promote a high level of self-awareness (Amunkete and
Rothmann, 2015). Clarity of goals and an orientation toward frankness in expression, both also
contribute to defining a person’s mode of engaging with other employees – these are elements
featuring authentic leadership traits but were not substantiated by the study of Amunkete and
Rothmann (2015). On the other hand, an employee that possesses authentic leadership traits
might be dissatisfied with one or more problems in a workplace but such self-evaluation
practices can lead to general judgments on the quality of house rather than critical assessments
about particular issues concerning it (Azanza et al., 2013; Liang, 2017). So, while an employee
might not like his ranking supervisor, he may be high minded or ethical enough to disentangle
the likes from her; for instance, instead of being intoxicated by adverse personal emotion place
blame on where it rightly deserves, as enunciated by Yagil and Medler-Liraz (2014). Therefore,
the results found in past studies may be attributable to any one or more conditions regarding
relationship between authentic leadership, employees wellbeing and satisfaction.

4.4 Summary
It is in conclusion that the discussion highlights how authentic leadership enhances work
dynamics. The study supports the claim that effective leadership is undoubtedly useful for
employee welfare and contentment, as real leadership characterized by ethical behavior,
openness, self-awareness plays a significant role. This is consistent with previous studies which
show a link between authentic leadership and lower cases of work related burnout, increased
happiness levels among employees and improved productivity. Establishing fair treatment,
mutual respect and ethical practices develops the link between authenticity with improved trust
job satisfaction, as well as employee retention. First, the study confirms that authentic leaders
understood self-awareness as a critical element of leadership which shapes good interaction
between employees and help them work together effectively. Overall the results promote
adopting authentic leadership as a tool of promoting employee well-being and satisfaction at
work.

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