| Abstract [eng] |
122 pages, 21 tables, 7 figures, and 132 references. The main purpose of this master thesis is to determine the impact of charismatic and authentic leadership on employees’ emotional well-being and individual job performance. The work consists of four main parts: a review of the scientific literature, research methodology, analysis of the empirical research results, and conclusions with recommendations. Literature analysis reviews the concepts of charismatic and authentic leadership, their impact in the organizational context, the definitions of employees’ emotional well-being and individual job performance, and the interrelations among these constructs. Based on the literature analysis, a research model was developed and hypotheses were formulated. A quantitative research method was chosen for the empirical study, using a structured anonymous questionnaire survey. The study was conducted among employees working in Lithuanian organizations who have a direct supervisor. Data from 414 respondents were used for the final analysis. Data were analyzed using IBM SPSS Statistics and SmartPLS 4. The reliability of the questionnaire was assessed using Cronbach’s alpha, Pearson’s correlation coefficient was applied to examine relationships among constructs, and one-way analysis of variance (ANOVA) was used to evaluate differences across sociodemographic variables. Structural equation modeling (PLS-SEM) with a bootstrapping procedure of 5,000 resamples was employed to test the hypotheses, assessing both the measurement and structural model indicators as well as mediation effects. The results indicated that charismatic leadership has no statistically significant direct effect on any component of employees’ individual job performance, whereas authentic leadership exerts a direct positive effect only on contextual performance; nevertheless, both leadership styles are significantly associated with employees’ emotional well-being. Furthermore, employees’ emotional well-being was found to have a significant positive effect on task and contextual performance and to significantly reduce counterproductive work behavior. Mediation analysis demonstrated that emotional well-being significantly mediates the relationships between leadership and both task performance and counterproductive work behavior, but does not mediate the relationship with contextual performance. In addition, a strong correlation between charismatic and authentic leadership constructs was identified, indicating their conceptual overlap in employees’ perceptions. The conclusions and recommendations, based on insights from the literature review and the empirical findings, provide guidance for organizations on leadership development with a focus on strengthening employees’ emotional well-being and propose directions for future research aimed at further elucidating the mechanisms underlying the relationships between leadership and employees’ individual job performance. |
