Degree

BS (Social Sciences & Liberal Arts)

Faculty / School

School of Economics and Social Sciences (SESS)

Department

Department of Social Sciences & Liberal Arts

Date of Award

Spring 2025

Date of Submission

2025-07-30

Advisor

Dr. Ali Gibran Siddiqui

Project Type

SSLA Culminating Experience

Access Type

Restricted Access

Keywords

Sense of Agency, Leader Authenticity, Executive Leadership, Empowerment, Power Dynamics

Abstract

Based on Self-Determination Theory and Authentic Leadership Theory, the present study examined the link between Sense of Agency (SoA) and Authentic Leadership (AL) among organizational leaders. Methods There were two studies: Study 1 was a longitudinal, mixed-methods study, to test the link between leaders' sense of agency, experience of ethos and leadership authenticity, and Study 2 was a cross-sectional survey, to test the link between leaders' agency, leadership authenticity and psychological distress. The Sense of Agency Scale and Authentic Leadership Questionnaire were used to collect quantitative data from 50 leaders. Analyses of the relationships using Pearson correlation and linear regression methods revealed an exceedingly weak, non-significant relationship and sensibly low explanatory capacity), suggesting SoA is not a statistically significant predictor of AL. Qualitative interviews were conducted to understand the context of these findings, and while agency can advance confidence and determinism, relational ethics and an organizational culture which allows for structural flexibility were shown to be paramount for authentic leadership. Despite possessing fierce agency to speak up, participants described hierarchical rigidity and high power-distance norms as restrictions to their authentic expression. The synthesized findings conclude that agency may not be an adequate condition for being a genuine leader but rather a context-dependent phenomenon requiring surrounding environments that foster authentic leadership. Finally, it adds to leadership scholarship by highlighting cultural and structural mediators and argues for development programs that target one-on-one personal empowerment intertwined with system change.

Pages

91

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