Abstract
Authentic leadership studies are often criticised for the limited use of causally defined research designs. To advance scholarship is this area, this article presents a scoping review on the use of experimental designs to examine causality in authentic leadership. Eleven publications were identified, which presented 16 experiments that met the inclusion criteria. Generally, these experiments tested authentic leadership as an antecedent; were conducted online; used a one-factor design; involved large samples, typically of working adults or residents; involved a manipulation check; involved the use of written vignettes to manipulate levels of authentic leadership; included counterfactual conditions; culminated with outcomes pertaining to followers; and established the causal effects of authentic leadership on the outcome(s) of interest. These findings suggest the value of: written vignettes; multi-method approaches; and online experiments. They also highlight opportunities to advance authentic leadership research through the use of sequential experiments and immersive technologies.
RAS ID
76408
Document Type
Journal Article
Date of Publication
2024
School
School of Business and Law
Creative Commons License
This work is licensed under a Creative Commons Attribution 4.0 License.
Publisher
Cambridge University Press
Identifier
Ling Abbott: https://orcid.org/0000-0001-8477-9960
Andrei A. Lux: https://orcid.org/0000-0002-3454-946X
Recommended Citation
Dadich, A., Abbott, L., Lux, A. A., & Lowe, K. B. (2024). The use of experimental designs to examine causality in authentic leadership: A scoping review. DOI: https://doi.org/10.1017/jmo.2024.48
Comments
Dadich, A., Abbott, L., Lux, A. A, & Lowe, K. B. (2024). The use of experimental designs to examine causality in authentic leadership: A scoping review. Journal of Management & Organization, 30(6), 1728-1747. https://doi.org/10.1017/jmo.2024.48