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Deconstructing Dimensions of Authentic Strategic Leadership of State-Owned Enterprises in Malawi: A Literature Analysis

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  • KANYANGALE MacDonald O'Teleni

    (Graduate School of Business and Leadership Studies, University of KwaZulu-Natal, Durban, KwaZulu Natal, SOUTH AFRICA)

Abstract

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.

Suggested Citation

  • KANYANGALE MacDonald O'Teleni, 2024. "Deconstructing Dimensions of Authentic Strategic Leadership of State-Owned Enterprises in Malawi: A Literature Analysis," Foundations of Management, Sciendo, vol. 16(1), pages 325-344.
    • Handle: RePEc:vrs:founma:v:16:y:2024:i:1:p:325-344:n:1020
    DOI: 10.2478/fman-2024-0020
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    References listed on IDEAS

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    1. Mbako Mbo & Charles Adjasi, 2017. "Drivers of organizational performance in state owned enterprises," International Journal of Productivity and Performance Management, Emerald Group Publishing Limited, vol. 66(3), pages 405-423, March.
    2. Joseph A Crawford & Sarah Dawkins & Angela Martin & Gemma Lewis, 2020. "Putting the leader back into authentic leadership: Reconceptualising and rethinking leaders," Australian Journal of Management, Australian School of Business, vol. 45(1), pages 114-133, February.
    3. Stephanie Duchek, 2020. "Organizational resilience: a capability-based conceptualization," Business Research, Springer;German Academic Association for Business Research, vol. 13(1), pages 215-246, April.
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    More about this item

    Keywords

    authentic dimensions of strategic leadership; strategic leadership; authentic leadership; state-owned enterprise; organizational authenticity; authenticity as capability;
    All these keywords.

    JEL classification:

    • L2 - Industrial Organization - - Firm Objectives, Organization, and Behavior
    • L3 - Industrial Organization - - Nonprofit Organizations and Public Enterprise

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