جستجوی مقالات مرتبط با کلیدواژه « authentic leadership » در نشریات گروه « مدیریت »

Considering the nascentness of the topic of authentic leadership in the literature of leadership and the existence of ambiguity about its structure and components in the research that has been conducted, as well as there is an increasing trend seen in the last two decades toward authentic behaviors of leadership in the organizations, there is a need to a more and better understanding of the concepts and structure of authentic leadership among researchers in the field of management and leadership has intensified; the current research aims to reduce the structural ambiguity by more comprehensively identifying the concepts and components of authentic leadership, and by providing a systematic and focused study on the field of academic leaders, by providing an integrated model, answer the general question of what is the academic authentic leadership and what dimensions it consists of. This research has been done using a qualitative method of meta-synthesis. The research community includes 61 cases (articles, books/book chapters, and treatises) that were selected from among 2186 reviewed documents. The meta-synthesis findings led to the identification of 305 primary concepts, 59 subcategories, and finally 4 dimensions of authentic academic leadership including becoming oneself, positivity, relational authenticity, and ethical orientation. By describing the process and reasons for calculating the obtained components and comparing authentic leadership with other leadership styles, it has been tried to reduce the structural ambiguities and make it more transparent.

Due to the expansion of the tourism and hotel industry and the role of leadership quality in the promotion and successful development of this industry, several studies have been conducted on this statistical population, considering the specific environmental conditions. Also, recent research has presented a direct, positive, and meaningful relationship between authentic leadership, organizational success, growth, and emergence in the tourism sector. This research aims to investigate the impact of authentic leadership on employees’ thriving at work in the hotel industry, considering the moderating role of organizational politics. A quantitative method (correlation type of structural equation modeling) was used in this regard. The statistical population of the research was hotel employees, and after determining the sample size by G*POWER and distributing questionnaires, 349 complete questionnaires were collected from hotel employees in Shiraz. Initially, reliability and validity were investigated using AMOS software and then the hypotheses were tested using SPSS software and the Process module. The results indicated a positive and significant relationship between authentic leadership and thriving at work, and organizational politics was a significant moderator in that when organizational politics perception was high, the positive effect of authentic leadership on employees’ thriving at work increased. This important finding shows that high organizational politics in organizations adds to the importance of an authentic leader’s positive impact on followers’ thriving at work.

Leading research has been conducted to investigate the effect of perceived strengths of the human resources system in the organization on employees' reactions to change. In terms of nature and method, the research is a descriptive-survey research and has been conducted with an applied purpose. The data collection tool is a questionnaire that measures the perceived strengths of the human resource system from the Alfs et al. (2019) questionnaire, readiness for organizational change from the Holt et al. (2007) questionnaire, and assessing genuine leadership from the Valomboa et al. (2010) questionnaire was used. Content-face validity was reviewed and confirmed by experts and construct validity was confirmed by confirmatory factor analysis. Convergent validity for variables greater than 0.525 was obtained. Cronbach's alpha coefficient of perceived strengths questionnaires was calculated to be 0.870. The results of this study showed that the perceived strengths of the human resources system have a positive and direct effect on acceptance, readiness and support for change by employees. Also, acceptance of change and readiness for change by employees mediate the relationship between perceived strengths of human resource system and change support behavior, and finally the original leadership of the organization does not moderate the relationship between perceived strengths of human resource system and change support behavior by employees.

Transformational and original leadership can transform organizational innovation and play a ‎fundamental role in the maximum use of organizational capabilities, and by identifying human ‎resources and using them in a management process and correct leadership based on knowledge ‎sharing; they can adapt Increase the organization with the environment. In this article, the effect of ‎original and transformative leadership on organizational innovation has been investigated ‎considering the moderating role of knowledge sharing in Iranian insurance branches in Tehran. This ‎research is applied in terms of purpose and descriptive-survey in terms of execution method. The ‎statistical population is all the employees of Iran Insurance Company in Tehran, from among whom ‎a sample size of 300 people was selected by cluster sampling method. The results of investigating ‎research hypotheses through structural equations and path analysis showed that transformational ‎leadership and authentic leadership as well as knowledge sharing have an effect on organizational ‎innovation, but knowledge sharing as a moderating role cannot influence the relationship between ‎transformational and authentic leadership styles. And organizational innovation has an effect.‎

The present study was conducted with the aim of investigating the effect of authentic leadership on the job satisfaction of employees, emphasizing the mediating role of job involvement. The method of this study was descriptive-survey type. The statistical population of the research was 311 employees and managers of the central organization of Islamic Azad University (275 employees and 36 managers), of which 158 people were selected based on Cochran's formula and by simple random sampling as the sample size of employees. The census method was used to collect the managers' information due to the limited statistical population. To collect the data, the standard questionnaires of Ladahl and Kenger (1965) on job involvement with a reliability coefficient of (0.85), and Minnesota job satisfaction with a reliability coefficient of (0.88), and the authentic leadership of Walumba et al. (2008) with a reliability coefficient (0.90) was used; whose validity was confirmed by academic experts and their reliability was also confirmed through Cronbach's alpha coefficient test. In order to analyze the data, structural equation technique was used through Statistical software LISREL and Spss version 22. Quantitative findings from the test of research hypotheses showed that authentic leadership has a positive and significant effect on both job involvement and job satisfaction of employees. Job involvement has a positive and significant effect on employee job satisfaction. Job involvement has played a mediating role in the impact of authentic leadership on job satisfaction. The results of the research also showed that the components of transparency in relationships, balanced processing, internal aspects, and self-awareness had the most influence on job engagement and job satisfaction, respectively.

The authentic leadership role of the manager emphasizes the transparency, authenticity and honesty of behavior in the workplace and based on this, authentic leaders can establish strong and honest relationships with the employees of the organization. Therefore, in this research, the influence of authentic leadership and moral intelligence of managers in the management of technology selection has been investigated. In order to measure the variable role of authentic leadership of the manager in this research, the authentic leadership questionnaires of Valomba et al. (2008), moral intelligence questionnaire (Link and Keel, 2005); And the technology selection questionnaire has been used. After confirming the validity and reliability of the questionnaires, they were distributed among 300 people from the statistical population and collected after completion. Data analysis was done using structural equation method and Amos software. The results of the research showed that the authentic leadership role of the manager has a positive and significant effect on the choice of technology. Also, the manager's moral intelligence has a positive and significant effect on the choice of technology. Therefore, the moral intelligence of managers refers to the psychological capacity and understanding of managers in the correct application of moral-human principles to achieve organizational goals, and having and strengthening it will bring long-term and long-term individual and organizational success.

The purpose of this study was to investigate the impact of social capital, human capital and psychological capital on creating a positive image of Ilam University by explaining the mediating role of authentic leadership. The purpose of the present study is to describe the applied purpose and the descriptive-Correlational method of data collection. The statistical population of the staff and faculty members of Ilam university are 480 persons,214 of whom are randomly selected based on Cochran formula.In this study for measuring social capital variables,human capital ,psychological capital, positive image, authentic leadership respectively from Nahapit and Goshal(1998) social capital questionnaires,Luthans et al (2007) psychological questionnaires,Naderi human capital (2011),Organizational image dimensions have been used by the university ,the authentic leadership of Avolio,Gardner and valium (2006). Which has a reliability coefficient higher than 0/7 and their validity has been approved by experts,experts in the fields, and instructors and consultans.Each of the questionnaires was distributed to 230 for more accuracy, 2014 of which were completed without any problems. In this study,descriptive statistics and kolmogorof-smirnof test were used by SPSS soft ware,and in the inferential statistics section AMOS soft ware was used to perform factor analysis and structural equation tests to reject or confirm the research hypotheses.the results show that social capital ,human capital,psychological capital and their dimensions and componenets have a positive and significant effect on creating a positive image of Ilam the university by explaining the mediating role of authentic leadership.

The purpose of this study was to investigate the effect of authentic leadership on individual performance with respect to job characteristics and emotional commitments of staff in the education department of Guilan province. The research is applied in terms of purpose and descriptive. The statistical population of the study is the staff of the Guilan Education Organization, which was selected as a sample by cluster sampling method based on Cochran's formula. The data collection tool was a questionnaire that was used to measure authentic leadership from Avolio et al. (2007), Moody et al. (1990), Hockman & Oldham (1980), Job Performance of Staple et al. (1999). In order to analyze the data, the structural equation modeling method based on the partial least squares approach was used by Smart PLS3 statistical software. Findings showed that authentic leadership has a significant effect on emotional commitment and individual performance of employees of the Guilan Education Organization. The effect of emotional commitment on the individual performance of the staff of the Guilan Education Organization was also confirmed. It was also found that emotional commitment has a mediating role in the impact of authentic leadership on individual performance of employees and the moderating role of job characteristics variable in the impact of authentic leadership on individual performance of employees of Guilan Education Organization was also confirmed.

The purpose of this study was to identify the factors influencing the institutionalization of authentic leadership in the Islamic Azad University of Tehran during the year 2018. This study was conducted qualitatively and quantitatively (Mixed Method). The sample for this study consisted of 12 experts who were interviewed with semi-structured interviews so that the data gathered based on theoretical saturation. The NVivo 10 software was used to analyze the data. The research tool was a 24-item researcher-made questionnaire based on the five options of the Likert choice, whose content validity was confirmed by ten professors in the field of higher education. Cronbach's alpha reliability coefficient was 0.845. To analyze the research data, we used exploratory factor analysis, single sample T-test using SPSS-24 and Liserl software. Analysis of data was used to study the exploratory factor analysis, one-sample t-test using the software SPSS 24 and LISREL. The findings showed that eight factors have the most important role in the institutionalization of authentic leadership in Islamic Azad University which include: "Social factors", the in the first place, "political factors" in second place, "economic factors" in third place, "cultural factors", in fourth place, "technological factors", in fifth place, "organizational factors", in sixth place, "personal factors" in seventh place and "international factors" in the eighth position. So, for that authentic leadership is institutionalized at the Islamic Azad University in Tehran, all the factors involved in the university should be considered in a coordinated manner.

The purpose of this study is to facilitate the implementation of "organizational complex change" that is important in today's organizational competitive environment. To this end, and to increase employees' commitment to change, the study utilized the role of "authentic leadership" and "autonomy supportive climate".  There is no pre-determined or final plan in complex changes, and several failures and learning opportunities may exist during such changes. Thus, having employees’ commitment for change till reaching the goals of change is crucial. In this study, using data from 269 employees involved in an organizational complex change, relationships between variables were tested to finally identify how authentic leadership for change can enhance employees' "affective commitment to change”. For this purpose, exploratory factor analysis and multiple regression were conducted, and 3 out of 5 hypotheses were supported. Based on the results, it was supported that authentic leadership for change is related to "autonomy-supportive climate" about change for its employees. This climate is also related to "autonomous motivation for change” in employees, which was ultimately related to employees’ affective commitment to change. Considering the exploratory nature of the study, some other interesting findings were identified that are discussed.

Nowadays, organizational change has become a vital issue at workplace. The changes that are usually initiated to have positive results on employees behavior, may result in negative consequences. The more complex these changes, the greater the likelihood of ambiguity and error to occur. The occurrence of an error may creates negative emotions, which in turn lead to more errors, and eventually, a vicious cycle is created. Employees resilience and their ability to learn from errors will breaks up this cycle. The purpose of this study is to examine the role authentic leadership plays in employee resilience and their learning from error. This research has been carried out in an auto parts manufacturing company with a statistical population of 200 people and a sample size of 155 people. The research is exploratory from purpose dimension, applied from audience and cross sectional from duration.  We used quantitative data obtained from standard questionnaires and analyzed it by SPSS software. The results of the study, reveal that all hypotheses were confirmed and all research variables have a significant correlation with each other, that is the authentic leadership has a positive effect on both resilience and error learning variables, and the resilience has a positive mediation role between authentic leadership and learning from error.

Studies show that anti-citizenship behaviors can cause many problems in the organization. However, anti-citizenship behaviors and the impact of leadership style on them have been less studied. Accordingly, the effect that both styles of authenticity and hypocrisy can have on anti-citizenship behavior through the ethical climate of the organization has been investigated in the present study.  The population of the study consisted of 285 administrative staff, among which 151 were selected by stratified sampling method. Tools used to collected data authentic leadership questionnaire of Avolio et.al(2006), researcher-made hypocritical management questionnaire based on the hypocritical behavior components of Crisp and Cotton (1994), ethical climate questionnaire developed by Victor and Cullen(1988) and anti- organizational citizenship behavior questionnaire of Gholipour et.al(2008) that content validity structures and reliability of their approval reached. The results of the research indicated that leadership styles of authenticity and hypocrisy through ethical climate significantly affect organizational anti-citizenship behaviors. But the significant direct effect of these two styles on anti-citizenship behaviors was not confirme.

Most studies suggest that a key characteristic of organizational leadership is "integrity".  Eisenhower went even further and claiming that it is not only a key characteristic, but also the most important characteristic of leadership, and without it, leadership success would not be possible in any field, including the football field, the army, or at the organizations (Covey, 2005). Also, the results of a survey show the more than 70% leaders of top companies of S&P index have believed that honesty is one of their core values (Guiso, Sapienza & Zingales, 2015). Hence, Avolio & Gardner (2005) have emphasized "integrity" as one of the principle values of leadership in the development of authentic leadership. This type of leadership become reality in the allingment between words and deeds, the allingement between words and values, and the stability of behavior in various situations, which is referred to as behavioral courage(Simons, Leroy, Collewaert & Masschelein, 2015). Peterson & Seligman suggesteded integrity as one of the dimensions of moral courage and it equivalented as "authenticity". According to them, being authentic means integrity in words, integrity in appearance, integrity in behavior and integrity in responsibility (Rego, Cunha & Clegg 2014). On the other hand, deceitful and hypocritical behavior is opposite to leaders integrity behaviors (Shareef Younus, Ahmmad, & Radrakrishnan, 2019). A hypocritical manager is one whose behavior and actions aren't alignment with the beliefs he or she has expressed (Zamulinski, 2015). Baston et al.(1997) defined it as pretend of morality without payment(Jauernig, 2019). The ethical behavior of organizational leaders is important because they are the creators of the organization's social behaviors. If employees feel that the managers of the organization are integrity in their social exchange, they will also tend to positive behaviors, and vice versa, if they witness the hypocritical behavior of their managers, they will behave accordingly. Meanwhile, they are able to direct employee behavior by shaping the ethical environment of the organization (Cheng & Wang, 2015). Hence, the present study search to explain the mediating role of the ethical climate as a result of authenticity and hypocritical leadership on organizational anti-citizenship behavior.

Case study

The statistical population of the study included 285 employees of the headquarters of education adminstration of south khorasan province and its affiliated units in 11 cities of the province. According to Morgan table, 163 people were selected as the sample size and selected using stratified random sampling method. Among the distributed questionnaires, 151 items were returned and used for statistical analysis.

This study is an applied research in terms of its objective, is descriptive in nature, and is of survey type in terms of its data collection and method. the required information was collected using questionnaires. To test the research hypotheses, structural equation modeling has been used.
 

The results of hypothesis testing showed that of between 8 proposed hypotheses, 6 hypotheses have been confirmed and 2 other hypotheses not approved. As a result of this test, was not confirmed the direct and significant effect of authentic leadership and hypocritical management on anti-citizenship behaviors. But, was confirmed the effect of authentic leadership style and hypocritical management on the ethical climate as a mediating variable and the effect of this variable on anti-citizenship behaviors. In this regard, was confirmed the mediating role of the ethical climate. Authentic leadership have a positive effect on ethical climate; hence, decrease anti-citizenship behaviors. Vice versa, hypocritical management increased anti-citizenship behaviors; because, it have a negative effect on ethical climate.

Aim of present research was to examine the role of authentic and hypocritical leadership styles on anti-citizenship behavior through the ethical climate of the organization. Anti-citizenship behaviors can very impact on organizations. Hence, hypotheses (1) and (2) predicted that authentic and hypocritical leadership styles would directly direct anti-citizen behavior. But the findings of the study, did not confirm this prediction contrary to the results of studies by Choi et al. (2020), Peng and Wei (2019) and Pierce and Gikalon (2003), because the behavior of people derive from their perception of organizational variables such as ethical climate. Nevertheless, the results of hypotheses (3) and (4) were similare to research findings of Quincy et al. (2019) and Simmons et al. (2015) showed that authentic and hypocritical leadership can affect the ethical climate of a organization. Because, the manager's leadership style plays an important role in the set of employees' cognitive interpretations of the organization, including the ethical climate. On the other hand, like the findings of Newman et al. (2017) and Zeinali Soomeh and Pourezat (2012), hypotheses (5) and (6) confirmed the significant effect of ethical climate influenced by management style on anti-citizen behavior. As mentioned, the ethical climate refers to behaviors that are thought to be morally correct and indicate response against how to deviate from those behaviors (Shacklocki, Manning, Hort, 2011). But, the examination and confirmation of the mediating role of the ethical climate as a result of impact authentic leadership and hypocritical management on anti-citizenship behaviors within the framework of Hypotheses (7) and (8) was distinctive charactristic of present study compared with previous research. According to Litvin and Escheringer (1968), organizational climate is a filter through which the expectations of leaders and the characteristics of the organization are understood and create appropriate behaviors in the organization. Therefore, is suggested to managers that be adopting ethical styles such as authentic leadership and avoiding hypocrisy in order to reduce the scope and severity of destructive behaviors such as their employees anti-citizenship behaviors.

The history of human civilization demonstrates the fact that some human beings have changed history by playing a special role and have made the turning points of civilization. Martyr Ghasem Soleimani is one of such genius and strategists who has established a new school inspired by the Imams of the Islamic Revolution in the international range. Martyr Soleimani’s school is a practical example and an authentic manifestation of the Hereafter-oriented organization in the Islamic management that can be studied from different aspects. As the Supreme leader of the Islamic Revolution mentioned martyr Soleimani as the most sincere character, the researcher has selected this central concept and has coined the expression “sincere leadership”. In the background of this research, similar theoretical foundations in the present management literature related to genuine or sincere leadership were reviewed and the issue of sincerity in Islamic texts were studied. Then an attempt was made to review the lectures of Martyr Soleimani and those of the Supreme Leader and the statements and views of the Martyr’s accompanying combatants were analyzed. Based on scientific methodology, several tables containing quotations, basic themes, organizing themes and comprehensive themes were categorized. To end with, based on thematic analysis and network of themes, a process model based on the underlying factors of sincere leadership, the traits of sincere leadership and the realizations of this type of leadership were designed and explained. A set of factors affecting the sincerity model of Martyr Soleimani are presented as the underlying factors used as input to the model. Afterwards, the components of leadership were grouped on the basis of sincerity in the form of nine comprehensive themes, the core of which is sincere behaviors regarded as the most important effective theme in interaction with other themes. The achievements of the leadership based on the sincerity of Martyr Soleimani were finally categorized in the form of six themes. To end with, considering the data extracted from the theoretical and practical life of Martyr Soleimani, a scale was designed for measuring the style of sincere leadership. This research tool consists of 122 questions of five-point scale and 49 indicators, which are classified into ten main clusters.

The purpose of this study was to investigate the effect of genuine leadership on organizational learning with regard to mediating variable of purposeful organizational forgetting. The methodology of study was applied in terms of purpose and descriptive-correlative in terms of implementation. The statistical population of the study consisted of 840 employees of headquarter of the Ministry of Petroleum. Among them 260 persons were selected by random sampling using Krejcie and Morgan table. Three standard questionnaires of genuine leadership of North Rhine (2010), Dihalenchr('39')s Organizational Purposeful Forgetting (2004), and Niffechr('39')s Organizational Learning (2001) were used for data collection. The reliability of the questionnaires using Cronbachchr('39')s alpha coefficients were 0.86, 0.88 and 0.89, respectively. The data collected were analyzed by structural equation warpPLS software. The results of path analysis showed that genuine leadership has positive and meaningful effect on organizational learning and the mediating role of purposeful organizational forgetting between authentic leadership and organizational learning is confirmed.

Many have blamed independent auditors for their immoral behavior. But much research has been done on the factors that influence these behaviors. One of the effective factors is the leadership style of audit firms. This study investigates the impact of genuine leadership dimensions on auditors' culture and behavior and its data collection tool was a questionnaire. The statistical population of this study consists of senior auditors in auditing institutes member of Iranian Society of Certified Public Accountants. To analyze the conceptual model and research hypotheses, structural equation analysis with least squares approach and PLS software was performed.Findings from the research findings show that not only genuine leadership dimensions (relationship transparency, institutionalized ethics, comprehensive information analysis and self-awareness) and ethical culture influence audit dysfunctional behaviors, but also genuine leadership dimensions indirectly through the institution's ethical culture. Influences audit dysfunctional behaviors. Therefore, the present study indicates that the leadership style and characteristics of managers and the culture of the firm influence the performance of audit ineffective behaviors. As a result, it is recommended that authorities pay more attention to corporate ethics and ethics in order to reduce and control ineffective audit behaviors.

The success of public organizations partly depends on their ability to successfully motivate public sector employees and managers to provide better services. Therefore, the effect of servant leadership style and authentic leadership, as one of the factors affecting public service motivation, has been investigated. The statistical population is all employees of Hormozgan Agricultural Jihad Organization and its three sub-departments, including Hormozgan Veterinary Department, Hormozgan Fisheries Department, and Hormozgan Watershed Management Department in Bandar Abbas city. Simple random sampling was used in this study which estimated to be 235 people using the Cochran sampling formula. The instruments used to measure the research variables are the standard questionnaires with the reliability of more than 0.8. To test the research hypotheses, Smart PlS 3 Software was used. Findings show that servant leadership and authentic leadership have a positive effect on public service motivation. As well, it was found that organizational structure did not moderate the relationship between servant leadership, authentic leadership and public service motivation. Moreover, authentic leadership and servant leadership play an important role in improving public service motivation. These leadership styles enhance the motivation of leaders and followers by improving mutual trust, and this enables employees in the public organizations to provide better services to the society.

The purpose of this research is to investigate the correlation of spiritual well-being and authentic leadership with academic optimism, among elementary school teachers. A sample of 225 teachers from the elementary school teachers in Robat Karim district were selected, using single-stage cluster random sampling. Research data was collected by means of three questionnaires: Ellison and paloutzian spiritual wellbeing questionnaire (1982), comprising Existential well-being and religious well-being with 93% of reliability; Walumbwa and et al. questionnaire of authentic leadership (2008), comprising Relational in transparenc, Internalized moral reasaning, Balanced processing, and self-awareness, with 89% reliability; and Beared et al. questionnaire of elementary school teachers’ academic optimism (2010), comprising teacher self-efficiency, trust in students and parents, and academic emphasis, with 78% reliability. Received data was then analyzed by means of single-sample T test and multiple regression. Findings indicate that spiritual well-being can explain 21% of variance in academic optimism. Moreover, authentic leadership factors account for 11% of variance in academic optimism. Consequently, spiritual well-being and authentic leadership can have a positive impact on teachers’ academic optimism and therefore on the quality of learning process.

The aim of this study was investigating the relationship between authentic leadership and organizational commitment among school Managers in Parsabad Moghan city. The statistical population of this study consists of 169 school principals in Parsabad Moghan city using Cochran's formula of 118 people as a statistical sample. The sampling method is also stratified random. Data collection tools were standard questionnaires of genuine leadership and organizational commitment whose validity was confirmed using content validity and the reliability of each of these questionnaires was confirmed using Cronbach's alpha test. Finally, the collected questionnaire was coded using a five-point Likert scale and entered into SPSS software. Before testing the research hypotheses, the normality test (Kolmogorov-Smirnov) was used, which showed the abnormality of genuine leadership and organizational commitment. Testing research hypotheses using Spearman correlation coefficient test showed that there is a significant relationship between authentic leadership and organizational commitment.

This study investigated the impact of of authentic leadership on risk perception of employees with the mediating role of safe climate in Ilam Petrochemical Company. The present study is considered a descriptive survey in terms of purpose, and applied in terms of data collection. The statistical population consisted of Ilam Petrochemical Company's official and contract staff with about 700 personnel. According to the Morgan table, 250 people were selected through simple random sampling. Four standard questionnaires were used for measuring the data and PLS software was used for data analysis. The composite reliability of the constructs was more than %76 the total Cronbach's alpha was %77 and the convergent validity of the variables was above %68 Findings showed that authentic leadership had a positive and significant relationship with safety climate and explained %71 of safety climate change. Safety climate has a negative and significant relationship with risk perception and authentic leadership has a significant negative relationship with risk perception. Also, the role of respondents' personality as a moderating variable on employees' perception of risk was confirmed. Finally, the mediating relationship between authentic leadership and risk perception was shown to be high.

Organizational cynicism is one of the negative organizational behaviors that results from not having the necessary information in the organization. Organizational leaders play an important role in clarifying information and staff empowerment. Authentic leadership is one of the ethical leadership approaches that leads to improved employee empowerment and reduced organizational maladaptive perspectives. The purpose of this study was to evaluate the impact of perceived authentic leadership on organizational cynicism by mediating structural empowerment in Pars Hayan employees. The research is descriptive-survey and the statistical population includes all the employees of Pars Hayan branch across the country with an estimated sample size of 200 people. Data were collected using a questionnaire whose reliability was confirmed by Cronbach's alpha and composite reliability and its validity was confirmed by content validity and convergent and divergent validity. Structural equation modeling with partial least squares approach was used for data analysis by Smart PLS software. According to the study sample, the findings of the study showed that . Authentic leadership had a significant effect on structural empowerment and organizational cynicism, and structural empowerment had a significant effect on organizational cynicism. The mediating role of structural empowerment on the impact of perceived authentic leadership on organizational cynicism was also confirmed. In fact, it can be said that by promoting perceived structural empowerment and authentic leadership, the level of organizational cynicism in Pars Hayan Company decreases.