AUTHENTIC VERSUS TRANSFORMATIONAL LEADERSHIP:
ASSESSING THEIR EFFECTIVENESS ON ORGANIZATIONAL
CITIZENSHIP BEHAVIOR OF FOLLOWERS
Thomas H. Tonkin
Regent University
ABSTRACT
With the corporate scandals of the 2000s, many employees in organizations are clamoring for authenticity in their leaders. Though authenticity appears to be a noble trait, how effective is this as a leadership approach, specifically in increasing altruistic employee organizational citizenship behaviors? Is authentic leadership more effective than other leadership approaches, such as transformational leadership? This study examined the extent to which authentic leadership is a stronger predictor of employee organizational citizenship behavior
(OCBs) compared to transformational leadership. The analysis also investigated the extent to which overall job satisfaction mediated the relationship between authentic leadership and OCBs.
The findings suggest that in fact three out of the fours sub scales in authentic leadership had a positive effect on both overall job satisfaction and the OCB of altruism. This study implies suggestions for practical interventions based on the associated theories found in this paper.
Keywords: Authentic leadership, transformational leadership, job satisfaction OCBs

INTRODUCTION
Though there are many theories on leadership, one view is agreed by most scholars, leadership is a real phenomenon that is critical for the effectiveness of organizations (Bennis,
2003; Yukl, 2010). Both Northouse (2010) and Yukl (2010) propose that there are two approaches in categorizing leadership theories, trait based or process/behavior based. Trait based leadership theories describe the leader's personal traits, such as personality, motive and values that will determine their effectiveness, while process or behavior based theories argue that its their interactions with