Authentic+leadership+promoting+employees++psychological+capital+and+creativity+☆
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找到好工作的秘诀:德勤CEO给应届生的建议What advice do we have for new grads now, or for anyone who wants to succeed at a big company?对于应届生或是那些希望在大公司取得成功的人,有些什么建议?First, you have to outwork everyone else. If you don't, talent will not help you. In this difficult job market, new grads may even have to work for free for a little while, in order to get a foot in the door. Find somewhere you really want to work and prove yourself by working hard and doing a great job, and I guarantee you that they will find a way to hire you and pay you。
首先,你需要比其他任何人都做得更好。
如果你不那么做,你的天赋就派不上用处。
在当前这个求职难的市场上,应届生甚至需要接受一段时间的免费工作,从而跨出职业生涯的第一步。
你需要找一个你确实希望工作的地方,通过勤奋的工作和出色的表现来证明自己。
我保证这样雇主一定会愿意聘任你,付你薪水。
I would also recommend reading a lot。
Read everything you can get your hands on, because you'll always learn something you can use. One thing that helped me early on was a little book called It's Not How Good You Are, It's How Good You Want to Be [by British ad man Paul Arden]. It's really for salespeople, but you can apply a lot of the wisdom in it to yourself. I still pick it up and read it now and then。
雇佣信任的重要性英语作文Title: The Importance of Trust in Employment。
Trust is the cornerstone of any successful relationship, and this holds particularly true in the context of employment. In today's globalized and dynamic work environment, where interactions occur across diversecultures and backgrounds, fostering trust between employers and employees is paramount. This essay explores the significance of trust in employment and its multifaceted impact on organizational effectiveness and individual well-being.First and foremost, trust cultivates a positive work environment conducive to collaboration, innovation, and productivity. When employees trust their employers, theyfeel valued and respected, leading to higher jobsatisfaction and morale. In such an environment, employees are more likely to contribute their ideas, take risks, and engage in open communication, knowing that their input isvalued and appreciated. Consequently, organizations can harness the collective talents and creativity of their workforce to drive innovation and achieve strategic objectives.Moreover, trust enhances organizational cohesion and teamwork. When individuals trust each other, they are more inclined to collaborate and cooperate towards common goals. Team members are willing to support one another, share knowledge and resources, and work together harmoniously, thereby maximizing the collective potential of the team. This synergy fosters a sense of belonging and camaraderie among employees, strengthening the fabric of the organization and fostering a culture of collaboration.Furthermore, trust is instrumental in fostering loyalty and commitment among employees. When employers demonstrate trust in their employees' abilities and judgment, itfosters a sense of loyalty and commitment among employees. They are more likely to stay with the organization for the long term, invest their time and energy in its success, and go above and beyond their prescribed duties. In turn, thisreduces turnover rates, minimizes recruitment and training costs, and enhances organizational stability and continuity.Additionally, trust serves as the foundation for effective leadership and decision-making. Leaders whoinspire trust are perceived as credible, authentic, and competent, commanding respect and influence among their followers. Employees are more likely to follow their lead, embrace their vision, and rally behind them in times of change or uncertainty. Moreover, trust empowers leaders to delegate authority, empower their teams, and foster aculture of autonomy and accountability, leading to moreagile and responsive organizations.Furthermore, trust contributes to a positive employer brand and reputation. Organizations that prioritize trust and integrity in their dealings with employees not only attract top talent but also earn the trust and loyalty of customers, investors, and other stakeholders. A strong employer brand enhances the organization's competitive advantage, driving business growth and success in the marketplace.Beyond its organizational benefits, trust in employment also has profound implications for individual well-being and job satisfaction. Employees who trust their employers experience lower levels of stress, anxiety, and job insecurity, leading to higher levels of job satisfaction, engagement, and overall well-being. Trusting relationships with employers foster a sense of psychological safety and belonging, enabling employees to thrive and unleash their full potential in the workplace.In conclusion, trust is the bedrock of effective employment relationships, underpinning organizational effectiveness, individual well-being, and overall success. Employers must prioritize building and maintaining trust with their employees through transparent communication, fairness, integrity, and respect. By doing so, organizations can create a culture of trust that fosters collaboration, innovation, loyalty, and ultimately, sustainable growth and prosperity.。
U校园新视野大学英语3参考答案本参考答案旨在帮助学生更好地理解和掌握《U校园新视野大学英语3》的知识点,提高英语水平。
以下是部分单元的参考答案,供学生参考。
Unit 1: The Power of WordsSection A: Vocabulary and Structure1. The correct answer for the first vocabulary exercise is:- (1). C: articulate- (2). A: eloquence- (3). B: rhetoric2. The sentence structure exercise should be completed as follows:- (1). The speech was so powerful that it moved the audience to tears.- (2). Despite his lack of formal education, he was ableto express his thoughts eloquently.Section B: Reading Comprehension1. The main idea of the passage is:- A: The impact of language on human behavior and emotions.2. According to the passage, which of the following is true?- B: Positive affirmations can enhance self-esteem.1. In the conversation, the two speakers discuss:- B: The importance of choosing the right words whengiving feedback.Unit 2: Technology and SocietySection A: Vocabulary and Structure1. Fill in the blanks with the correct form of the word given: - (1). The rapid advancement of technology has revolutionized the way we communicate.- (2). The company's innovation in software developmenthas set a new standard in the industry.2. Choose the best word to complete the sentence:- (1). B: integrate- (2). A: obsoleteSection B: Reading Comprehension1. The author's purpose in writing the passage is to:- C: Discuss the benefits and drawbacks of technological advancements.2. What is the author's view on the impact of technology on employment?- B: Technology creates new job opportunities while eliminating others.1. The main topic of the lecture is:- A: The role of technology in shaping modern society.Unit 3: Environmental AwarenessSection A: Vocabulary and Structure1. Match the words with their definitions:- (1). A: conservation- (2). C: pollution- (3). B: sustainability2. Rewrite the sentences using the passive voice:- (1). The new policy will be implemented by the government to reduce carbon emissions.- (2). Recycling programs are encouraged in many communities to preserve natural resources.Section B: Reading Comprehension1. The passage suggests that:- A: Individual actions can contribute to environmental protection.2. What is the author's opinion on the effectiveness of recycling programs?- C: They are effective when properly managed and supported by the public.1. The speakers in the interview discuss:- B: The challenges and opportunities in promoting environmental sustainability.Unit 4: Cultural DiversitySection A: Vocabulary and Structure1. Fill in the blanks with the appropriate prepositions:- (1). The festival is celebrated in honor of the cultural heritage.- (2). Despite their cultural differences, the two communities coexist peacefully.2. Choose the correct sentence:- A: Cultural diversity enriches our understanding of the world.Section B: Reading Comprehension1. The main theme of the article is:- B: The importance of respecting and embracing cultural diversity.2. According to the article, what is the impact of globalization on culture?- C: It leads to both the spread and the potential loss of cultural identities.1. The interviewee talks about:- A: The benefits of cultural exchange programs for fostering understanding between different cultures.Unit 5: Personal DevelopmentSection A: Vocabulary and Structure1. Use the correct form of the word to complete the sentence: - (1). The key to success is perseverance and hard work. - (2). The seminar aims to enhance participants' leadership skills.2. Choose the sentence that best expresses the idea:- B: Setting realistic goals is crucial for personal development.Section B: Reading Comprehension1. The author believes that:- A: Self-improvement is a continuous process.2. What does the passage suggest about the role of failure in personal growth?- C: It can provide valuable lessons and motivate further efforts.Section C: Listening1. The main points discussed in the lecture include:- A: Strategies for effective time management.- B: The importance of maintaining a healthy work-life balance.ConclusionThese are just a few examples of the types of exercises and questions you might。
高考提能练(七)必修3Unit 7The sea第一部分阅读理解(共两节,满分40分)第一节(共15小题;每小题2分,满分30分)阅读下列短文,从每题所给的A、B、C和D四个选项中,选出最佳选项。
A(2021·江西省重点高中盟校第一次联考) Tuna Tossing(掷金枪鱼)This sport began in South Australia in a fishing community called Port Lincoln.It was inspired by the local fishermen who used to toss fish onto their petitors will throw a 10kg fish and the winner is the person who throws the farthest.Hot Dog Eating ContestCompetitive eating has become popular in the past years and its participants try to eat as many hot dogs as they can in ten minutes.The sport began in the US city fairs and has gained recognition due to Nathan's Hot Dog Eating Contest,held annually on the 4th of July.This sport has turned into a huge industry and is now popular in the US,Canada,and Japan.Wife CarryingIt's a sport in which male competitors race while carrying a female teammate through a special track in the shortest time.This game has its origins in Finland.It developed into a worldwide game later and had the first foreign champion from Australia.The North American Wife Carrying Championship began in 1999.Now the World Wife-Carrying Championship has teams competing from Australia,Germany,Great Britain,Ireland and the United States.Palm Tree Climbing(爬棕榈树)Independence Day in Indonesia is on August,17th.This day is celebrated by various competitions.Climbing the palm trunk is the most difficult one.To climb up an absolutely smooth,oiled trunk is a problem.At the top of the trunk there are prizes—from towels,clothes or something to mountain bicycles and cash certificates.Many countries have similar tree climbing events now.语篇解读:本文是一篇应用文。
智课网TOEFL备考资料托福写作思路之公司聘用员工您当前的位置 » 智课教育官网 » 托福 » 托福写作 » 文章正文出国英语考试有哪些雅思6.5是什么水平雅思阅读评分标准托福阅读评分标准雅思和托福的区别【原文】When a company needs to hire someone for a managerial position, there is often a choice between promoting an employee who is already working inside the company or bringing in a person from outside. Hiring a qualified outsider is often to a company's advantage for several reasons.【中文释义】当一个公司需要雇佣管理人员的时候,常常有两个选择。
一是内部提拔,二是外部聘用。
从外部雇佣资深的管理人员对于公司来说更有利,有以下几个原因。
【词汇注释】hire 雇佣,聘用managerial 管理的,经理的promote 提拔,晋升qualified 有资格的,有资历的,合格的outsider 外人,局外者【同义词扩展】1. hire:employ,take on 雇佣,聘用2. position:location,stand, standing 位置,地位,立场3. qualified:eligible 合格的【写作实用句型积累】1. there is often a choice between A and B. A和B常为热议的两种选择,解决方法等,这个句型在写作中很常见2. A is to one's advantage…A对于。
来说更有利,更有优势。
写作中如果在A和B之间选了A的话,可以用这个句型。
雇主最重要的品质英语作文标题,The Most Important Qualities of an Employer。
Employers play a crucial role in the success and well-being of their employees. The qualities possessed by an employer can greatly influence the work environment, employee satisfaction, and overall productivity. In this essay, we will explore the most important qualities of an employer based on research and popular opinion, and discuss their significance in fostering a positive workplace culture.One of the fundamental qualities of a good employer is effective communication skills. Clear and open communication channels facilitate understanding between employers and employees, leading to better collaboration, feedback exchange, and problem-solving. When employers communicate openly, employees feel valued and respected, which enhances their motivation and commitment to their work. Additionally, effective communication helps insetting clear expectations, goals, and performance standards, reducing misunderstandings and conflicts in the workplace.Another essential quality of an employer is empathy and compassion. Empathetic employers understand the needs, concerns, and feelings of their employees, creating a supportive and inclusive work environment. By showing empathy, employers can build trust and rapport with their team members, which fosters loyalty and enhances employee retention. Moreover, empathetic employers are more likely to accommodate the personal and professional challenges faced by their employees, promoting a healthy work-life balance and overall well-being.Furthermore, a good employer exhibits strong leadership qualities. Effective leadership involves inspiring, motivating, and empowering employees to reach their full potential. A visionary leader sets a clear direction for the organization, aligning the goals and aspirations of the team with the company's mission and values. Moreover, a good leader leads by example, demonstrating integrity,resilience, and a commitment to excellence. Employees look up to leaders who are trustworthy, decisive, and capable of guiding them through challenges and uncertainties.Additionally, a good employer prioritizes employee development and growth. Investing in training, mentorship programs, and career advancement opportunities demonstrates a commitment to the professional development of employees. When employers support their employees' growth, they not only enhance individual skills and competencies but also cultivate a culture of continuous learning and improvement within the organization. Furthermore, fostering a culture of learning and development can attract top talent and strengthen the employer brand, positioning the company as an employer of choice in the competitive job market.Moreover, a good employer values diversity andinclusion in the workplace. Embracing diversity of backgrounds, perspectives, and experiences fosters creativity, innovation, and collaboration. Inclusive employers create a sense of belonging where all employees feel respected, valued, and empowered to contribute theirunique talents and ideas. By promoting diversity and inclusion, employers can enhance employee engagement, morale, and productivity, ultimately driving business success.In conclusion, the qualities of an employer play a pivotal role in shaping the workplace culture and employee experience. Effective communication, empathy, strong leadership, investment in employee development, and commitment to diversity and inclusion are among the most important qualities that contribute to a positive and supportive work environment. Employers who prioritize these qualities not only attract and retain top talent but also foster a culture of excellence, innovation, and success within their organizations. Therefore, it is essential for employers to embody these qualities and continuously strive to create a workplace where employees feel valued, respected, and motivated to excel.。
剑桥商务英语高级-142(总分86, 做题时间90分钟)Growing **panyOrganisational cultureBelow is a checklist for a healthy work environment. Complete the statements by choosing the best word from the box.satisfaction recognised clearbalance mutual retention rewardempowered welfareHealthy Workplace ChecklistSenior leadership in my organisation values employees. (eg takes employees' needs into account when key decisions are being made.)Workplace health is the responsibility of all leaders (senior leaders down to front-line supervisors) in my organisation.My organisation walks the talk when it comes to work-life 1 (eg we do not 2 employees who work long hours, just those who are productive.)Employees in my organisation feel 3 : they have a great degree of control over how they do their work and are involved in decisions that affect them.I work in a safe environment where on-the-job accidents are very rare.Employees in my organisation feel that the work they dois 4 and that they get adequate feedback.I work in a culture of 5 trust and respect.Customer 6 is high, but does **e at the expense of employee 7 .There are 8 lines of communication (both top-down and bottom-up) in my organisation.People **ing to work and attendance is very high.My organisation enjoys high 9 because people do not want to leave.SSS_FILL1.SSS_FILL2.SSS_FILL3.SSS_FILL4.SSS_FILL5.SSS_FILL6.SSS_FILL7.SSS_FILL8.SSS_FILL9.Presenting factsPART ONEComplete this presentation by writing ONE word in each gap.OK. Shall we get started? Today I'd like2 present some information about Cranthorne Ltd, which,3 you know, is a potential takeover target for us. Please interrupt4 something is not clear, but otherwise, I'd ask you to leave your questions5 the end of my presentation. I'd like to begin6 giving you a brief history of **pany.Cranthorne has been 7 business for over 40 years but 8 recently found trading conditions very tough. There are several reasons for this: first,...... and so the current management is keen to find an investor to help them fund their plans.I think I've covered 9 main points. Tosum 10 , I'd say Cranthorne represents the bestinvestment opportunity we have. Now, if you have any questions, I'll do 11 best to answer them.SSS_FILL1.SSS_FILL2.SSS_FILL3.SSS_FILL4.SSS_FILL5.SSS_FILL6.SSS_FILL7.SSS_FILL8.SSS_FILL9.SSS_FILL10.This sentence is grammatically incorrect: 'I'd like to talk you about my experience'. Instead, we can either say 'I'd like to talkabout...' or 'I'd like to talk to you about...' or 'I'd like to tell you about...'. Correct the following sentences.I need to talk my manager about that.talk to my managerSSS_FILL11.I'd like to present you our latest design.______SSS_FILL12.I'm going to describe you the development over the last four years.______SSS_FILL13.And I'd like to ask to you this question: why...?______SSS_FILL14.Can anyone tell why we should take such a risk?______SSS_FILL15.When I have explained you the reasons, you will understand.______SSS_FILL16.The next graph shows to you how we achieved these results.______SSS_TEXT_QUSTI17.Imagine you are going to discuss the points below. Write sentences to present your opinion. Use the phrases in the box to help you.·Do you think it's better to work for a big organisation or a **pany?·Do you think management of people is something that can be learned, or is it a natural quality?·What do you think will be the really big growth areas of the economy over the next fifteen years?Useful languagePersonally, I think...In my opinion,...On the whole,...I'm not sure: on the one hand,... on the other hand...You're right.I agree with you.Maybe so, but...No, I don't see it that way. For me,...Speaking Test: Part OnePART ONEComplete the responses to the examiner's questions using the phrases in the box.actually not really on the wholeI doubt it I don't see it that way for meI agree I might doDo you like living in Beijing?Very much. It's a really exciting citySSS_FILL1.So, French is your first language?______, it's GermanSSS_FILL2.Is it a well-paid job?Yes, but ______, money is not the most important thing.SSS_FILL3.Outsourcing does have many advantages.______. I think it is a very risky strategy.4.I believe it's a **petitive sector.______, that's true, but there are opportunities.SSS_FILL5.Would you like to work in the public sector?______. It tends to be less dynamic.SSS_FILL6.And do you think you will stay in Singapore?______. It's only a two-year contract.SSS_FILL7.Choosing the right course is very important.______. It affects your whole career.SSS_TEXT_QUSTI8.What do these examiners' comments mean? Match **ment (1-5) with one of the phrases (A-F)./Each of the student's responses below contains two mistakes which are underlined. Correct them.Examiner Where are you working at the moment?Candidate I am working like an apprentice on a **pany.I am working as an apprentice for a...SSS_FILL9.Examiner What does your job involve exactly?Candidate I am responsible of searching the press all days for articles about **pany.10.Examiner Will you continue to work there at the end of your apprenticeship?Candidate Yes, I hope it. But maybe I must apply for a job with **pany.SSS_FILL11.Examiner And what do you hope to be doing ten years from now?Candidate My ambition is that I will work in the marketing field, because that is what I am specialised in.SSS_FILL12.Examiner Do you think it's OK for **panies to advertise medicines?Candidate It depends for what kind of product they are advertising. In my vision, it's fine to advertise if you are honest about the benefits.SSS_FILL13.Examiner But perhaps that's not always the case?Candidate I am agree with you that **panies overstate benefits, but in whole they are very responsible.1。
The Importance of CompassionateLeadershipCompassionate leadership is of utmost importance in today's fast-paced and competitive world. It is a leadership style that focuses on empathy, understanding, and kindness towards employees and colleagues. In this essay, we will explore the significance of compassionate leadership from multiple perspectives. From an employee's point of view, compassionate leadership creates a positive work environment. When leaders show empathy and understanding towards their employees,it fosters a sense of belonging and trust. Employees feel valued and appreciated, which increases their job satisfaction and motivation. Compassionate leaders also take the time to listen to their employees' concerns and provide support when needed. This not only improves the overall well-being of the employees but also enhances their productivity and performance. Moreover, compassionate leadership promotes teamwork and collaboration. When leaders prioritize empathy and kindness, it encourages employees to do the same. This leads to better communication and cooperation among team members, resulting in higher levels of creativity and innovation. Compassionate leaders create an atmosphere where everyone feels comfortable sharing their ideas and opinions, leading to a more inclusive and diverse work environment. Compassionate leadership also has a positive impact on the organization as a whole. When leaders prioritize the well-being of their employees, it reduces turnover rates and increases employee retention. This saves the organization time and resources that would otherwise be spent on recruitingand training new employees. Additionally, compassionate leaders are more likely to attract top talent, as individuals are drawn to organizations that prioritizetheir well-being. Furthermore, compassionate leadership has a ripple effect on society. When leaders demonstrate empathy and kindness, it sets an example for others to follow. This can inspire employees to become compassionate leaders themselves, both within and outside the workplace. Compassionate leaders have the power to create a positive change in society by promoting fairness, equality, and social responsibility. However, it is important to acknowledge that compassionate leadership is not without its challenges. In some competitive industries, leadersmay feel pressured to prioritize results over empathy. This can create a toxic work culture where employees feel undervalued and overworked. It is crucial for leaders to strike a balance between achieving goals and caring for their employees' well-being. By demonstrating that compassion and success can go hand in hand, leaders can overcome these challenges and create a healthier work environment. In conclusion, compassionate leadership is essential for creating a positive work environment, promoting teamwork and collaboration, improving organizational performance, and inspiring positive change in society. It is a leadership style that prioritizes empathy, understanding, and kindness, and has numerous benefits for both employees and organizations. Despite the challenges it may present, compassionate leadership is a crucial aspect of effective leadership in today's world.。
领导力的英语LeadershipLeadership is a crucial aspect of our lives, both personal and professional. It is the ability to inspire, motivate, and guide others towards a common goal. Effective leadership can transform individuals, organizations, and even entire communities. In this essay, we will explore the multifaceted nature of leadership and the qualities that make a great leader.At the heart of leadership lies the ability to influence and inspire others. A true leader is not simply someone who gives orders or makes decisions, but rather someone who can captivate and empower their followers. They possess a deep understanding of human nature and the ability to connect with people on an emotional level. Great leaders have a vision that they can clearly articulate, and they are able to inspire others to share and work towards that vision.One of the key attributes of a successful leader is their ability to problem-solve and think critically. Leaders are often faced with complex challenges and unexpected obstacles, and they must havethe cognitive flexibility to adapt and find innovative solutions. They must be able to analyze situations from multiple perspectives, weighing the pros and cons of various courses of action. This ability to think critically and make well-informed decisions is essential for effective leadership.Another crucial aspect of leadership is the ability to foster a positive and collaborative work environment. Great leaders understand the importance of building strong, cohesive teams and empowering their followers to contribute their unique skills and perspectives. They create a culture of trust, open communication, and mutual respect, which in turn leads to increased productivity, creativity, and job satisfaction among team members.Effective leaders also possess strong communication skills, both verbal and nonverbal. They are able to articulate their ideas clearly and concisely, and they are skilled listeners who can truly hear and understand the concerns and perspectives of their followers. Additionally, they are adept at using body language and facial expressions to convey confidence, empathy, and authority.Integrity is another essential quality of a great leader. Leaders must be authentic, transparent, and accountable for their actions. They must have a strong moral compass and consistently demonstrate their commitment to ethical behavior. When followers trust that theirleader is acting with integrity, they are more likely to be loyal, committed, and willing to follow that leader's lead.In addition to the qualities mentioned above, successful leaders also possess a certain degree of emotional intelligence. They are able to recognize and manage their own emotions, as well as the emotions of their followers. They can empathize with others, read social cues, and adjust their communication and leadership style accordingly. This emotional intelligence allows them to create a positive and supportive environment, which in turn fosters loyalty, motivation, and high performance among their team members.Finally, great leaders are continuous learners who are always striving to improve and expand their knowledge and skills. They are open to feedback, willing to admit their mistakes, and eager to seek out new perspectives and experiences. This commitment to personal and professional growth not only benefits the leader themselves but also inspires and encourages their followers to do the same.In conclusion, leadership is a multifaceted and complex concept that encompasses a wide range of qualities and skills. From inspiring and motivating others to problem-solving and fostering a positive work environment, effective leaders possess a unique blend of cognitive, emotional, and interpersonal abilities. By cultivating these essential leadership qualities, individuals can not only improve their ownperformance and success but also have a transformative impact on the lives of those they lead.。
最佳雇主的衡量标准英文Title: Metrics for Evaluating the Best EmployersIntroduction:In today's competitive job market, the quest for talent has intensified, making it imperative for companies to position themselves as desirable employers. The concept of the "best employer" encompasses various facets, ranging from employee satisfaction and engagement to organizational culture and benefits packages. To evaluate and recognize the best employers, it is essential to establish comprehensive metrics that reflect the holistic nature of workplace excellence. This essay delineates key metrics for assessing the best employers, emphasizing their significance in fostering a conducive work environment and attracting top talent.Employee Satisfaction and Engagement:Employee satisfaction and engagement serve as foundational metrics for evaluating the quality of an employer. High levels of satisfaction indicate that employees are content with their job roles, work environment, and organizational culture. Engagement, on the other hand, reflects employees' emotional commitment to their work and the organization's goals. Metrics such as employee satisfaction surveys, retention rates, and participation in company initiatives provide insights into the extent to which employees are satisfied and engaged.Organizational Culture:Organizational culture encompasses the values, beliefs, and behaviors that shape the work environment. A positive culture fosters collaboration, innovation, and employee well-being, contributing to organizational success. Metrics for evaluating organizational culture include cultural assessments, employee feedback on cultural alignment, andobservations of cultural norms and rituals. Additionally, indicators such as diversity and inclusion initiatives and recognition programs highlight an organization's commitment to fostering a supportive and inclusive culture.Employee Development and Growth Opportunities:The availability of opportunities for employee development and career advancement is crucial for attracting and retaining top talent. Metrics such as training and development investment per employee, promotion rates, and career progression trajectories assess an organization's commitment to nurturing talent and fostering professional growth. Furthermore, feedback mechanisms such as performance evaluations and career development discussions facilitate ongoing dialogue between employees and managers regarding their development needs and aspirations.Work-Life Balance and Well-being:Promoting work-life balance and prioritizing employeewell-being are essential components of a supportive work environment. Metrics for assessing work-life balance include employee utilization of flexible work arrangements, vacation utilization rates, and indicators of burnout and stress. Additionally, wellness programs, health benefits utilization, and employee assistance program utilization reflect an organization's commitment to supporting employees' physical, mental, and emotional well-being.Compensation and Benefits:Competitive compensation and comprehensive benefits packages are critical for attracting and retaining top talent. Metrics such as total compensation benchmarks, benefits satisfaction surveys, and turnover rates due to compensation issues gauge the effectiveness of an organization's compensation and benefits strategy. Additionally, factorssuch as pay equity, transparency in compensation practices,and opportunities for financial wellness initiatives contribute to employees' perceived value of their total rewards package.Leadership Effectiveness:Effective leadership is paramount for creating a positive work environment and driving organizational success. Metrics for evaluating leadership effectiveness include employee ratings of leadership competency, 360-degree feedback assessments, and leadership development program participation rates. Moreover, indicators such as employee trust in leadership, leadership visibility and accessibility, and succession planning effectiveness reflect the quality of leadership within an organization.Conclusion:Evaluating the best employers necessitates a multifaceted approach that encompasses various dimensions of workplace excellence. By employing comprehensive metrics that addressemployee satisfaction and engagement, organizational culture, employee development and growth opportunities, work-life balance and well-being, compensation and benefits, and leadership effectiveness, organizations can gain insightsinto their strengths and areas for improvement. Moreover, prioritizing these metrics enables organizations to cultivate a conducive work environment, attract top talent, and ultimately achieve sustainable success in today's dynamic business landscape.。
Authentic leadership promoting employees'psychological capital and creativity ☆Arménio Rego a ,⁎,Filipa Sousa b ,1,Carla Marques c ,2,Miguel Pina e Cunha d ,3aUniversidade de Aveiro,PortugalbEscola Superior de Educação e Ciências Sociais,Instituto Politécnico de Leiria,Morro do Lena,Alto do Vieiro,2411-901Leiria,Portugal cDepartamento de Economia,Sociologia e Gestão,Universidade de Trás-os-Montes e Alto Douro,Av.Almeida de Lucena,1,5000-660Vila Real,Portugal dNova School of Business and Economics,Rua Marquês de Fronteira,20,1099-038Lisboa,Portugala b s t r a c ta r t i c l e i n f o Article history:Received 1December 2009Received in revised form 1April 2010Accepted 1September 2011Available online 28October 2011Keywords:Psychological capital CreativityAuthentic leadershipTwo hundred and one employees report their psychological capital,as well as their supervisors'authentic lead-ership.Supervisors describe the employees'creativity.The main findings show that authentic leadership predicts employees'creativity,both directly and through the mediating role of employees'psychological capital.The study empirically validates theoretical arguments that suggest integrating authentic leadership and psychologi-cal capital in research,and indicates that both may foster employees'creativity,a crucial resource for helping or-ganizations to face competitive challenges,take advantage of business opportunities,and improve organizational effectiveness.©2011Elsevier Inc.All rights reserved.1.IntroductionAuthentic leadership (AL)is “as a pattern of leader behavior that draws upon and promotes both positive psychological capacities and a positive ethical climate,to foster greater self-awareness,an in-ternalized moral perspective,balanced processing of information,and relational transparency on the part of leaders working with followers,fostering positive self-development ”(Walumbwa,Avolio,Gardner,Wernsing,&Peterson,2008:94).In recent years,the topic is a target of great interest both among scholars (e.g.,Avolio &Gardner,2005;Walumbwa et al.,2008)and practitioners (e.g.,George,2003).Both argue that AL promotes positive employees'attitudes and behaviors and contributes to organizational performance.More empirical re-search is necessary for continuing to test this premise.This paper merges the AL,psychological capital (PsyCap;Luthans,Youssef,&Avolio,2007),and creativity literatures,and shows how AL predicts employees'creativity both directly and through the medi-ating role of PsyCap (Fig.1).PsyCap is an individual's positivepsychological state of development characterized by:“(1)having con fidence (self-ef ficacy)to take on and put in the necessary effort to succeed at challenging tasks;(2)making a positive attribution (op-timism)about succeeding now and in the future;(3)persevering to-ward goals and,when necessary,redirecting paths to goals (hope)in order to succeed;and (4)when beset by problems and adversity,sus-taining and bouncing back and even beyond (resilience)to attain suc-cess ”(Luthans,Youssef,&Avolio,2007:3).The study answers calls to integrate AL and PsyCap literatures (Gardner,Avolio,Luthans,May,&Walumbwa,2005;Yammarino,Dionne,Schriesheim,&Dansereau,2008)and helps to understand the process through which AL contrib-utes to employees'creativity.Studying the antecedents of employees'creativity is important be-cause,to survive and prosper,organizations need to take full advantage of their employees'creative potential,so that innovation,change,learn-ing,performance,and competitiveness can be sustained.Creativity in the workplace represents the production of novel and useful ideas or solutions concerning products,services,processes,and procedures (Amabile,1988,1997;Oldham &Cummings,1997).The goal of creative performance is to solve problems,to roll out new products and services,to take advantage of business opportunities,and to improve organiza-tional effectiveness.Individual creativity is a function of individual and social/contextual factors (Egan,2005;Oldham &Cummings,1997;Shalley &Gilson,2004).One of the most relevant contextual factors is leadership.Several researchers focus on identifying the role of speci fic leadership behaviors and leaders'characteristics in supporting,suppressing,facilitating,or inhi-biting creativity (e.g.,Hirst,van Dick,&van Knippenberg,2009;Mumford,Scott,Gaddis,&Strange,2002;Oldham &Cummings,1997;Rego,Sousa,Cunha,Correia,&Saur,2007;Reiter-Palmon and Illies,2004;Shalley &Journal of Business Research 65(2012)429–437☆The authors are grateful to Bruce J.Avolio,William L.Gardner,and Fred O.Walumba for their permission to use the Authentic Leadership Questionnaire.They are also grateful to Fred Luthans,Bruce J.Avolio,and Carolyn M.Youssef for their per-mission to use the PsyCap questionnaire.Miguel Cunha acknowledges support from Nova Forum.⁎Corresponding author at:Departamento de Economia,Gestão e Engenharia Indus-trial,Universidade de Aveiro,3810-193Aveiro,Portugal.Tel.:+351234370024;fax:+351234370215.E-mail addresses:armenio.rego@ua.pt (A.Rego),msousa@esel.ipleiria.pt (F.Sousa),smarques@utad.pt (C.Marques),mpc@novasbe.pt (M.P.Cunha).1Tel.:+351244820300;fax:+351244820310.2Tel.:+351259302200;fax:+351259302249.3Tel.:+351212822725;fax:+351213873973.0148-2963/$–see front matter ©2011Elsevier Inc.All rights reserved.doi:10.1016/j.jbusres.2011.10.003Contents lists available at SciVerse ScienceDirectJournal of Business ResearchGilson,2004;Shin&Zhou,2003;Tierney,Farmer,&Graen,1999;Zhou, 2003;Zhang&Bartol,2010;Zhou&George,2003;Wang and Cheng, 2010).These behaviors include transformational leadership,emotional intelligence,close monitoring,developmental feedback,supportive su-pervision,controlling supervision,benevolent leadership,leader encour-agement of creativity,leader inspirational motivation,and empowering leadership.Studies also focus on employees'characteristics and attitudes that make them more creative.For example,Amabile(1983)suggests domain-relevant skills(knowledge and expertise),creativity-relevant processes(including cognitive styles,cognitive strategies,and personal-ity variables),and task motivation(attitudes and motivation,such as in-trinsic motivation)as predictors of creativity.Woodman,Sawyer,and Griffin(1993)model includes personality variables,cognitive factors, intrinsic motivation,and knowledge.Ford(1996)includes sense mak-ing,motivation,knowledge and ability.According to Egan(2005),the studies identify a consistent number of individual factors associated with individual creativity,including esthetic sensitivity,attraction to complexity,broad interests,intuition,and tolerance of ambiguity.This paper adds to such lines of research,answering to a call of Shalley and Gilson(2004)for more research focusing on the interaction between personal characteristics and work context.The study focuses on how AL(a contextual factor)predicts employees'creativity,both di-rectly and through the mediating role of employees'PsyCap(a personal strength).The paper hypothesizes that AL promotes employees'crea-tivity because authentic leaders encourage employees'PsyCap(Avolio, Gardner,Walumbwa,Luthans,&May,2004;Yammarino et al.,2008), with employees with higher PsyCap being more creative(Avolio et al., 2004;Bandura,1997;Rego,Machado,Leal,&Cunha,2009).The study also posits direct relationships between AL and creativity because au-thentic leaders may promote employees'creativity through mecha-nisms other than PsyCap.For example,AL may improve the quality of leader–member exchange,thus increasing employees'trust and the sense of freedom to propose unconventional ideas,and introduce con-flicting opinions without fear(Avolio&Gardner,2005;Avolio et al., 2004;Brower,Schoormanb,&Tan,2000;Ilies,Morgeson,&Nahrgang, 2005;Liden,Sparrowe,&Wayne,1997;Prati,Douglas,Ferris,Ammeter, &Buckley,2003;Scott&Bruce,1994).Employees may also feel psycho-logically safer,thus taking initiative for facing problems and opportuni-ties in creative ways(Edmondson,1999;Prati et al.,2003).The remainder of the paper structures as follows.The second section discusses arguments leading to the hypotheses.The third and fourth sections present the method and results,respectively.Thefinal section discusses the mainfindings,the limitations of the research,and some avenues for future research.The study seeks to contribute to enriching a research stream that is in an early stage of development and to a liter-ature that is still short on empirical studies(Walumbwa et al.,2008; Yammarino et al.,2008).Considering that most studies about leader-ship come from the USA(House&Aditya,1997),the paper also re-sponds to a call for research in more culturally diverse samples (Gelfand,Erez,&Aycan,2007;Walumbwa et al.,2008).2.Theory and hypotheses2.1.The authentic leadership constructThe AL construct comprises four dimensions:(1)Self-awareness is the degree to which the leader demonstrates an understanding of how(s)he derives and makes sense of the world and is aware of his or her strengths,limitations,how others see him or her,and how (s)he impacts others(Kernis,2003;Walumbwa et al.,2008);(2)Bal-anced processing is the degree to which the leader shows that(s)he objectively analyzes the relevant data before coming to a decision and solicits views that challenge deeply held positions(Gardner et al.,2005;Walumbwa et al.,2008);(3)Internalized moral perspective refers to the degree to which the leader sets a high standard for moral and ethical conduct,guides actions by internal moral standards and values(versus group,organizational,and societal pressures),and expresses decision making and behaviors that are consistent with such internalized values(Avolio&Gardner,2005;Gardner et al., 2005;Walumbwa et al.,2008);(4)Relational transparency is the de-gree to which the leader presents his/her authentic self(as opposed to a false or distorted self)to others,openly shares information,and expresses his/her true thoughts and feelings,reinforcing a level of openness with others that provides them with an opportunity to be forthcoming with their ideas,challenges,and opinions.Empirical evidence(e.g.,Kernis&Goldman,2005;Walumbwa et al.,2008,forthcoming)shows that a core AL factor can emerge from the relationships among the four dimensions.Walumbwa et al. (2008,forthcoming)finds that individual factors do not add any meaningful incremental validity beyond the common core higher fac-tor,thus suggesting that the variance attributable to overall AL is more important than the variance imputable to each individual di-mension of the AL construct.Considering AL as a core construct is also conceptually plausible,the literature proposing that the four AL dimensions are self-regulatory processes governed,partially,through leaders'internal standards and their evaluations of their own behav-ior(Gardner et al.,2005).Therefore,the study hypothesizes considerable overlap among the four dimensions,and that the higher order AL construct will help to ex-plain the conceptual and empirical overlap discussed above.Some re-search(Walumbwa,Luthans,Avey,&Oke,2009;Walumbwa et al., 2008)alsofinds effects of AL on important work attitudes and behav-iors,after controlling the effects of ethical and transformational leader-ship.Although the present study cannot include these latter constructs (because some organizations that participate in the study require ap-plying a short survey),evidence suggests that the construct has incre-mental validity regarding those“older”leadership constructs.2.2.The PsyCap constructThe PsyCap construct comprises four dimensions:self-efficacy,opti-mism,hope,and resilience.PsyCap meets conceptual and empirical cri-teria of being distinct from other constructs(Luthans,Avolio,Avey,& Norman,2007;Youssef&Luthans,2007).While Peterson and Seligman's (2004)character strengths and virtues are“trait-like”(relatively stable and difficult to change),the PsyCap is“state-like,”and thus relatively mal-leable and open to development.Both theory-building and prior research on hope,resilience,optimism,and efficacy indicate that such personal strengths are amenable to development(Luthans,Avey,Avolio,Norman, &Combs,2006;Luthans,Avolio,Avey,&Norman,2007;Luthans,Youssef, &Avolio,2007).Such a state-like nature also differentiates PsyCap from positively-oriented organizational behavior trait-like constructs,such as “Big Five”personality dimensions or core self-evaluations(Judge,Bono, Erez,&Thoresen,2003).Earlier research suggests that commonalities among the four dimen-sions allow considering PsyCap as a core construct(Luthans,Avey,& Patera,2008;Luthans,Avolio,Avey,&Norman,2007).This higher-order core construct has both conceptual(Luthans&Youssef,2004; Luthans,Youssef et al.,2007)and empirical(Luthans,Norman,Avolio, &Avey,2008;Luthans,Youssef,&Avolio,2007)support.As a core con-struct,PsyCap represents“one's positive appraisal of circumstances and probability for success based on motivated effort and perseverance”(Luthans,Avolio,Avey,&Norman,2007:550).Fig.1.Hypothesized model.430 A.Rego et al./Journal of Business Research65(2012)429–437Empiricalfindings show that PsyCap predicts variables such as job satisfaction,organizational commitment,and work performance (Larson&Luthans,2006;Luthans,Avolio,Avey,&Norman,2007; Luthans,Norman,Avolio,&Avey,2008;Youssef&Luthans,2007). Next,the paper discusses how employees'PsyCap may work as par-tial mediator in the relationship between AL and employees' creativity.2.3.PsyCap as predictor of creativity2.3.1.Self-efficacySelf-efficacious people believe in their abilities to mobilize the mo-tivation,cognitive resources,and courses of action necessary to suc-cessfully perform a specific task within a given context(Stajkovic& Luthans,1998).Those individuals are likely to choose challenging tasks and endeavors,apply their efforts and motivational resources to accomplish their goals,and persevere in the face of obstacles and difficulties(Bandura,1997;Luthans,2002;Luthans&Youssef, 2004).This combination of challenging goals,motivational energy, and perseverance motivates individuals to propose new and useful ideas for reaching goals.Self-efficacy is a generative capability,with Bandura(1997)suggesting that this psychological strength is essen-tial for creative productivity.Several studies reveal positive relation-ships between self-efficacy and creativity(e.g.,Choi,2004;Prabhu, Sutton,&Sauser,2008;Tierney&Farmer,2004).2.3.2.HopeBeing resolute in pursuing goals,hopeful employees tend to be risk-takers and look for alternative pathways when the old ones are blocked(Snyder,1994,2002).Most hopeful individuals enjoy goal pursuit,being more intrinsically motivated and looking for creative ways when implementing their“agency energy”(Amabile,1988, 1997;Oldham&Cummings,1997;Shalley&Gilson,2004;Snyder, 2002).When hopeful individuals do not attain goals,they use the feedback to improve goal pursuit thoughts and strategies,thus being more energetic and prone to look for alternative and creative ways to overcome obstacles(Rego et al.,2009).In short,hope feeds creativity(Rego et al.,2009).2.3.3.OptimismOptimists take credit for favorable events in their lives,strengthen-ing their self-esteem and morale,which in turn may lead to greater cre-ativity(Goldsmith&Matherly,2000;Lyubomirsky,Tkach,&DiMatteo, 2006).Optimists distance themselves from unfavorable life events, thus diminishing the likelihood of experiencing depression,guilt,self-blame,and despair.Thus,optimists are less likely to give up and more likely to have a more positive outlook on stressful situations,to experi-ence positive emotions,to persevere when facing difficulties,and to look for creative ways to solve problems and take advantage of oppor-tunities(Fredrickson,2001;Youssef&Luthans,2007).2.3.4.ResilienceResilient people are able“to overcome,steer through,bounce back and reach out to pursue new knowledge and experiences,deeper rela-tionships with others and[find]meaning in life”(Luthans,Youssef,& Avolio,2007:123).Research suggests that resilience relates to creativity (Cohler,1987;Helson,1999).Resilient employees have zestful and en-ergetic approaches to life,are curious and open to new experiences (Tugade,Fredrickson,&Barrett,2004),and improvise in situations pre-dominantly characterized by change and uncertainty(Youssef& Luthans,2007).As such,resilient employees are likely to develop new ways of doing things when facing difficulties,failures,and opportuni-ties.They are more able to recover from negative emotional experiences and more prone to experience positive emotions in the midst of stress-ful events.Literature suggests that positive emotions relate to creativity (Fredrickson,2001;Philippe,Lecours,&Beaulieu-Pelletier,2009; Tugade et al.,2004).2.3.5.PsyCapAs discussed above,theoretical and empirical reasons allow con-sidering self-efficacy,optimism,hope,and resilience as important facets of a core PsyCap construct,rather than focusing on any one in-dividual dimension in particular.One can expect that the combined motivational effects of the four dimensions will be broader and more influential than any one of the constructs individually(Luthans, Avolio,Avey,&Norman,2007).Synergistic effects among the four components may occur.Resilience allows employees to re-establish self-efficacy after experiencing a failure in trying to creatively solve a problem or taking advantage of an opportunity.Optimism allows employees to keep their self-efficacy intact after realizing that a crea-tive proposal did not work.Optimistic,hopeful,and self-efficacious people are potentially more resilient to adversity(Bandura,1997; Luthans,Youssef,&Avolio,2007).If a self-efficacious employee is more creative because(s)he accepts significant challenges and carries out cognitive and creative efforts to achieve goals,such a propensity is stronger if(s)he also has high hope(Luthans,Avolio,Avey,&Nor-man,2007):(s)he does not only accept challenges and make an effort to achieve goals,but also identifies subgoals and creative pathways to achieve those goals,and overcomes such obstacles by pursuing mul-tiple and creative pathways.As Luthans,Avolio,Avey,and Norman, (2007:551)point out,“employees who embody high levels of overall PsyCap may be stronger performers because of the number and level of positive psychological constructs manifested through their cogni-tions,motivation,and ultimately their behavior than would those who only exhibit hope,or resilience,or optimism,or self-efficacy in a given situation”.Hence:H1:employees with higher PsyCap are more creative.2.4.AL as predictor of PsyCapSeveral reasons support the prediction that AL influences em-ployees'PsyCap.Gardner et al.(2005:345)argue that authentic leaders“draw from the positive psychological states that accompany optimal self-esteem and psychological well-being,such as confidence, optimism,hope and resilience,to model and promote the develop-ment of these states in others”.2.4.1.Self-efficacyObserving exemplary behaviors and psychological strengths in au-thentic leaders(i.e.,through vicarious learning),and receiving con-structive criticism and feedback in a respectful and developmental manner from them,employees may develop more confidence in their abilities to pursue goals(Ilies et al.,2005;Luthans&Youssef, 2004;Luthans,Youssef,&Avolio,2007).When authentic leaders so-licit views that challenge deeply held positions and openly share in-formation with employees,one may expect that employees become more self-confident(Kirkman&Rosen,1999;Walumbwa et al., 2008).Considering that authentic leaders focus on followers' strengths,unleash their potential(Gardner&Schermerhorn,2004), and constantly emphasize their growth,employees'self-efficacy po-tentially develops through the effect of the self-fulfilling prophecy (Avolio et al.,2004;Gardner et al.,2005;Luthans,Youssef,&Avolio, 2007).2.4.2.HopeAvolio et al.(2004:809)observe:“Because authentic leaders have the ability to remain realistically hopeful and trustworthy,such leaders can enhance followers'hope by establishing not only their willpower,but also by including in their comments positive aspects of the waypower or directions to pursue that enhance a follower's sense of self-efficacy”.Authentic leaders provide senses of self-431A.Rego et al./Journal of Business Research65(2012)429–437determination,security,and trust,which enable followers to focus their energies on goal-related endeavors and onfinding different pathways for solving problems and benefitting from opportunities (Avolio et al.,2004;Edmondson,1999;Ilies et al.,2005).Over time, because authentic leaders are viewed as more credible sources of input and feedback(Walumbwa et al.,2008),employees likely perse-vere toward goals and,when necessary,redirect paths to goals in order to succeed.Positive emotions and self-efficacy that employees develop when led by authentic leaders may also make them more able to sustain their willpower and to develop waypower for reaching challenging goals(Avolio et al.,2004;Gardner&Schermerhorn,2004; Luthans,Youssef,&Avolio,2007).2.4.3.OptimismSeveral authors suggest that AL fosters employees'optimism (Avolio et al.,2004;De Hoogh&Den Hartog,2008;Gardner&Scher-merhorn,2004;McColl-Kennedy&Anderson,2002).For example, Gardner and Schermerhorn(2004:275)note that one“task of the au-thentic leaders is to raise optimism”.Avolio et al.(2004)stress that authentic leaders influence employees'optimism by increasing their identification with the leaders and encouraging their positive emo-tions.De Hoogh and Den Hartog(2008)reveal that ethical leadership (an authentic-like leadership;Avolio et al.,2004)relates significantly with employees'optimism about their future.In their view,by being fair,caring about followers'feelings,promoting transparent and open communication,rewarding ethical conduct,and investing followers with voice,such leaders make employees more positive and optimis-tic about their organization and work situation,and more willing to remain and contribute to its success.In short,because authentic leaders tend to use more active,adaptive,and positive approaches to-ward problem solving,they are more likely to motivate and challenge employees to do the same(Peterson,2000;Walumbwa et al.,2009).2.4.4.ResilienceGardner and Schermerhorn(2004:277)argue that one“task of the authentic leaders is strengthening resilience”.These leaders may carry out such a task through several routes(Gardner et al.,2005; Luthans&Youssef,2004;Luthans,Youssef,&Avolio,2007),includ-ing:(a)promoting good interpersonal relationships,thus developing conditions so that employees receive social support in adverse times, this support being important for sustaining resilience;(b)increasing employees'self-confidence and psychological safety,which makes them more able to face problems and adversities with resilience;(c) promoting employees'positive emotions,these emotions helping to develop resilience(Tugade et al.,2004).As the authors argue(p. 278),“[a]uthentic leaders capitalize on individual resilience by ensur-ing that others have the support they need to(1)recover from adver-sity,and(2)not only withstand but thrive when faced with high levels of positive change.They anticipate potential adversity or strains,make contingency plans to support and help employees cope with them,and are available and responsive when such persons reach out to them.”2.4.5.PsyCapDue to the reasons explained above,synergistic effects upon the several PsyCap capabilities may occur when leaders are authentic. For example,when developing the employees'self-efficacy,hope, and optimism,authentic leaders also increase the employees'psycho-logical resources that help them to bounce back when facing difficul-ties,drawbacks,and failures.Resilience and optimism encouraged by an authentic leader may allow employees to keep their self-efficacy intact or re-establish self-efficacy after experiencing a failure.Opti-mistic,hopeful,and self-efficacious people are potentially more resil-ient.Through contagion effects(Ilies et al.,2005;Norman,Luthans,& Luthans,2005),the psychological strengths of authentic leaders may promote the employees'overall PsyCap.In short,as Yammarino et al.(2008)suggest,AL potentially influences positive psychological capa-bilities such as PsyCap.Hence:H2.Stronger authentic leadership asso-ciates with higher employees'PsyCap.2.5.PsyCap as partial mediator of the relationship between AL and em-ployees'creativityThe arguments above suggest that employees led by authentic leaders develop higher PsyCap and that this psychological resource drives them to be more creative.However,other mechanisms explain why authentic leaders may nurture employees'creativity.Being self-aware,transparent with employees,guided by internal ethical stan-dards,and able to analyze objectively all relevant data(including em-ployees'dissenting opinions and proposals),authentic leaders promote employees'trust and respect(Avolio et al.,2004;Deluga, 1994;Dirks&Ferrin,2002;Gardner et al.,2005;Ilies et al.,2005; Walumbwa et al.,2008).Trust and respect are important because people experience greater emotional safety and feel free to propose unconventional ideas and introduce conflicting opinions without fear(Avolio et al.,2004;Edmondson,1999;Prati et al.,2003;Rego et al.,2007).Considering their balanced processing and relational transparency,authentic leaders feel less threatened by the changes that employees'ideas may imply,and are more inclined to welcome their creative suggestions(Michie&Gooty,2005).Their self-awareness and balanced processing make them more cautious when evaluating employees'ideas(Zhou&George,2003)and more able to understand how they are biased toward some people's ideas.Due to their ethical self-guidance,relational transparency,and ca-pacity for processing data in an unbiased way,authentic leaders are able to provide constructive criticism and feedback in a fair,respect-ful,informational,and developmental(rather than controlling)man-ner(Avolio et al.,2004;Michie&Gooty,2005;Zhou,2003;Zhou& George,2003).These informational practices provide employees with relevant information to improve their performance without pressure for a particular outcome,and they are thus more inclined to search for and propose creative ideas to face problems and oppor-tunities.Authentic leaders also promote employees'intrinsic motiva-tion(Ilies et al.,2005),which can act as a trigger of creativity (Amabile,1997;Deci&Ryan,1985;Kernis,2003;Oldham&Cum-mings,1997;Tierney et al.,1999).Intrinsic motivation is crucial for creativity because an intrinsically motivated person tends to be(a) curious and learning oriented,(b)cognitivelyflexible,(c)willing to take risks,and(d)persistent when facing obstacles,challenges,and opportunities(Deci&Ryan,1985;Zhou,2003).Through positive social exchanges with their followers,authentic leaders may also inspire them to work with more enthusiasm and ex-citement and to experience other positive emotions(Avolio et al., 2004;Ilies et al.,2005;Prati et al.,2003;Zhou&George,2003). These positive emotions can broaden the employees'scope of atten-tion(increasing the number of cognitive elements available for asso-ciation)and the scope of cognition(increasing the breadth of those elements that are treated as relevant to the problem),thus increasing the probability of creative activities(Fredrickson,2001).The follow-ing two hypotheses follow from this discussion:H3.Stronger authen-tic leadership associates with higher employees'creativity.H4. Employees'PsyCap partially mediates the effect of AL on employees' creativity.3.Method3.1.Sample and proceduresParticipants in the study are201employees,working in33com-merce organizations operating in anizations compete in several sectors(e.g.,food,clothing,appliances,sports,toys,foot-wear,and office materials,furniture,and equipment).All participants432 A.Rego et al./Journal of Business Research65(2012)429–437。