Deconstructing Dimensions of Authentic Strategic Leadership of State-Owned Enterprises in Malawi: A Literature Analysis
There is a paucity of research on authentic leadership (AL) of top-level executives, especially in state-owned enterprises (SOEs). The objective of this conceptual paper is to review the extant models of AL and propose a new and comprehensive framework of the dimensions of authentic strategic leader...
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| Language: | English |
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Sciendo
2024-12-01
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| Series: | Foundations of Management |
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| Online Access: | https://doi.org/10.2478/fman-2024-0020 |
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| author | KANYANGALE MacDonald O'Teleni |
| author_facet | KANYANGALE MacDonald O'Teleni |
| author_sort | KANYANGALE MacDonald O'Teleni |
| collection | DOAJ |
| description | There is a paucity of research on authentic leadership (AL) of top-level executives, especially in state-owned enterprises (SOEs). The objective of this conceptual paper is to review the extant models of AL and propose a new and comprehensive framework of the dimensions of authentic strategic leadership (ASL) in leading SOEs in Malawi. A background literature review on authenticity and AL was conducted in several peer-reviewed journals to identify the conceptual foundation and nature of authenticity, AL, and dimensions, revealing different and interrelated aspects of AL in the existing models. Six key dimensions of ASL of SOEs in Malawi are connecting the authenticity of self and organization to strategic direction; building organizational, resilience, strategic authenticity, the iterative and authentic influence of internal and external stakeholders, and the collaborative and transparent drive of positive; change and producing direction, alignment, and commitment (DAC). A new framework of ASL is proposed to influence diverse stakeholders to achieve DAC in a SOE in Malawi. Researchers are implored to test and validate the conceptual framework of ASL to enhance its explanatory power. |
| format | Article |
| id | doaj-art-1c6f284465234e3580f2eb5c2162732d |
| institution | Kabale University |
| issn | 2300-5661 |
| language | English |
| publishDate | 2024-12-01 |
| publisher | Sciendo |
| record_format | Article |
| series | Foundations of Management |
| spelling | doaj-art-1c6f284465234e3580f2eb5c2162732d2025-02-02T15:48:06ZengSciendoFoundations of Management2300-56612024-12-0116132534410.2478/fman-2024-0020Deconstructing Dimensions of Authentic Strategic Leadership of State-Owned Enterprises in Malawi: A Literature AnalysisKANYANGALE MacDonald O'Teleni0Graduate School of Business and Leadership Studies, University of KwaZulu-Natal, Durban, KwaZulu Natal, SOUTH AFRICAThere is a paucity of research on authentic leadership (AL) of top-level executives, especially in state-owned enterprises (SOEs). The objective of this conceptual paper is to review the extant models of AL and propose a new and comprehensive framework of the dimensions of authentic strategic leadership (ASL) in leading SOEs in Malawi. A background literature review on authenticity and AL was conducted in several peer-reviewed journals to identify the conceptual foundation and nature of authenticity, AL, and dimensions, revealing different and interrelated aspects of AL in the existing models. Six key dimensions of ASL of SOEs in Malawi are connecting the authenticity of self and organization to strategic direction; building organizational, resilience, strategic authenticity, the iterative and authentic influence of internal and external stakeholders, and the collaborative and transparent drive of positive; change and producing direction, alignment, and commitment (DAC). A new framework of ASL is proposed to influence diverse stakeholders to achieve DAC in a SOE in Malawi. Researchers are implored to test and validate the conceptual framework of ASL to enhance its explanatory power.https://doi.org/10.2478/fman-2024-0020authentic dimensions of strategic leadershipstrategic leadershipauthentic leadershipstate-owned enterpriseorganizational authenticityauthenticity as capabilityl2l3 |
| spellingShingle | KANYANGALE MacDonald O'Teleni Deconstructing Dimensions of Authentic Strategic Leadership of State-Owned Enterprises in Malawi: A Literature Analysis Foundations of Management authentic dimensions of strategic leadership strategic leadership authentic leadership state-owned enterprise organizational authenticity authenticity as capability l2 l3 |
| title | Deconstructing Dimensions of Authentic Strategic Leadership of State-Owned Enterprises in Malawi: A Literature Analysis |
| title_full | Deconstructing Dimensions of Authentic Strategic Leadership of State-Owned Enterprises in Malawi: A Literature Analysis |
| title_fullStr | Deconstructing Dimensions of Authentic Strategic Leadership of State-Owned Enterprises in Malawi: A Literature Analysis |
| title_full_unstemmed | Deconstructing Dimensions of Authentic Strategic Leadership of State-Owned Enterprises in Malawi: A Literature Analysis |
| title_short | Deconstructing Dimensions of Authentic Strategic Leadership of State-Owned Enterprises in Malawi: A Literature Analysis |
| title_sort | deconstructing dimensions of authentic strategic leadership of state owned enterprises in malawi a literature analysis |
| topic | authentic dimensions of strategic leadership strategic leadership authentic leadership state-owned enterprise organizational authenticity authenticity as capability l2 l3 |
| url | https://doi.org/10.2478/fman-2024-0020 |
| work_keys_str_mv | AT kanyangalemacdonaldoteleni deconstructingdimensionsofauthenticstrategicleadershipofstateownedenterprisesinmalawialiteratureanalysis |