Board Chair Authentic Leadership and Nonexecutives’ Motivation and Commitment

Author:

Guerrero Sylvie1,Lapalme Marie-Ève1,Séguin Michel1

Affiliation:

1. University of Quebec at Montreal, Montreal, QC, Canada

Abstract

Using data from a sample of 606 nonexecutives sitting on boards of a Canadian credit union, this study tests the relationship between chairs’ authentic leadership on boards and nonexecutives’ motivation and commitment. Hypothesis validation indicates that chairs with an authentic leadership style favor motivation and commitment through the emergence of a participative safety climate based on transparency and idea sharing. This relationship is stronger when executives perceive a high-quality relationship between the chair and the CEO. By integrating the literature on leadership with that on corporate boards, our study offers a deeper understanding of how, and under which circumstances, chairs contribute to nonexecutives’ motivation and commitment on the board.

Publisher

SAGE Publications

Subject

Management Science and Operations Research,Organizational Behavior and Human Resource Management,Strategy and Management,Sociology and Political Science,Business and International Management

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