Date of Conferral







Nancy S. Bostain


Authentic leadership has been shown to influence prosocial employee attributes and behaviors. However, the relationship between authentic leadership in people without positional authority or power in an organization has not been studied as extensively. Therefore, the purpose of this study was to explore the relationship between nonpositional leaders in an organization and the authentic leadership components of relational transparency, self-awareness, ethical/moral values, and balanced processing, and to determine if authentic leadership in an organization’s project managers predicted project success. A second purpose was to determine if the possession of a project management credential moderated the relationship between authentic leadership and project success. Using the Authentic Leadership Questionnaire (ALQ) and the Project Success Questionnaire (PSQ), data were gathered from 61 participants. Regression analysis indicated a statistically nonsignificant relationship between authentic leadership factors in project managers and project success and possession of a project management credential did not significantly moderate the relationship. This study has positive social change implications in that in an increasingly project-centric world there are more nonpositional leaders with broad influence in organizations. While the results were nonsignificant, the study helps extend what is known about authentic leadership. The findings of this study could promote positive social change by helping organizational leaders and project managers in any industry better understand how authentic leadership competencies may support project success and greater organizational effectiveness, ultimately influencing the local and global economy.

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