University Women Leadership and Institutional Performance-Team Effectiveness: The Moderating Effect of Authenticity in Leadership


  • Mehnaz Begum Department of Education, Abdul Wali Khan University, Mardan, KP, Pakistan.
  • Abdul Ghaffar Associate Professor, Department of Education, Abdul Wali Khan University, Mardan, KP, Pakistan.
  • Muhammad Idris Associate Professor, Department of Education, Abdul Wali Khan University, Mardan, KP, Pakistan.



Leadership, Women Leadership, Institutional Performance, Team Effectivenes, Authenticity


This article aims to explore the lived experiences of six women leaders and their leadership practices for improving institutional performance at the university level. The article explains how authenticity in leadership attributes influences team effectiveness and institutional performance. The qualitative approach was adopted for this article. The population of the article was all university women leaders of Khyber Pakhtunkhwa. The Sample was chosen from HoDs at the University of Swat. Data were collected from 06 university women leaders through in-depth interviews.  A purposive sampling technique was adopted to approach the participants. Obtained results prove that university women leaders significantly improve institutional performance through their authentic leadership practices. Moreover, findings suggest that authenticity plays an imperative role in the improvement of team effectiveness.


Abfalter, D. (2013). Authenticity and Respect: Leading Creative Teams in the Performing Arts. Creativity and Innovation Management, 22(3), 295–306.

Albers, S., & Bergers, T. (2013). An analysis of the possible effects of discourse on authentic leadership (Dissertation).

Alinezhad, M., Abbasian, H., & Behrangi, M. R. (2015). Investigating the effects of authentic leadership of managers on organizational commitment of teachers with organizational justice as the mediator variable. Ciência e Natura, 37, 407.

Avolio, B. J., & Gardner, W. L. (2005). Authentic leadership development: Getting to the root of positive forms of leadership. The Leadership Quarterly, 16(3), 315-338.

Bosch. R. V. D. & Taris. T. W (2014). The Authentic Worker's Well- Being and Performance: The Relationship between Authenticity at Work, Well-Being, and Work Outcomes. The Journal of Psychology, 148(6), 659-681.

Bryant, M., & Wolfram Cox, J. (2013). Beyond authenticity? Humanism, Posthumanism and new organization development. British Journal of Management, 25(4), 706-723.

Eagly, A. H., & Carli, L. L. (2018). Women and the labyrinth of leadership (pp. 147-162). Routledge.

Freeman, R. E., & Auster, E. R. (2011). Values, authenticity, and responsible leadership. Responsible Leadership, 15-23.

Gardner, W. L., Cogliser, C. C., Davis, K. M., & Dickens, M. P. (2011). Authentic leadership: A review of the literature and research agenda. The Leadership Quarterly, 22(6), 1120-1145.

George, B. (2010). True north: Discover your authentic leadership (Vol. 143). John Wiley & Sons.

Goffee, R., & Jones, G. (2005). Managing authenticity. Harvard business review, 83(12), 85-94.

Hopkins, M. M., & O’Neil, D. A. (2015). Authentic leadership: Application to women leaders. Frontiers in Psychology, 6.

Hsieh, C., & Wang, D. (2015). Does supervisor-perceived authentic leadership influence employee work engagement through employee-perceived authentic leadership and employee trust? The International Journal of Human Resource Management, 26(18), 2329-2348.

Ilies, R., Morgeson, F. P., & Nahrgang, J. D. (2005). Authentic leadership and eudaemonic well-being: Understanding leader–follower outcomes. The Leadership Quarterly, 16(3), 373-394.

Jensen, S. M., & Luthans, F. (2006). Entrepreneurs as authentic leaders: Impact on employees' attitudes. Leadership & Organization Development Journal, 27(8), 646-666.

Jung, K. H. (2011). The effects of empowering leadership on job satisfaction and organizational commitment. SungKyunKwan University, Korea: Unpublished doctoral dissertation.

Lee, C. (2020). How does openness about sexual and gender identities influence self-perceptions of teacher leader authenticity? Educational Management Administration & Leadership, 50(1), 140-162.

Liu, H., Cutcher, L., & Grant, D. (2015). Doing authenticity: The gendered construction of authentic leadership. Gender, Work & Organization, 22(3), 237-255.

Luthans, F., Luthans, K. W., & Luthans, B. C. (2004). Positive psychological capital: Beyond human and social capital. Business Horizons, 47(1), 45-50.

May, D. R., Hodges, T. D., Chan, A. I., & Avolio, B. J. (2003). Developing the Moral Components of Authentic leadership. Organizational Dynamics 32, 247-360.

Northouse, P. G. (2014). Introduction to leadership: Concepts and practice. Sage.

Oc, B., Daniels, M. A., Diefendorff, J. M., Bashshur, M. R., & Greguras, G. J. (2020). Humility breeds authenticity: How authentic leader humility shapes follower vulnerability and felt authenticity. Organizational Behavior and Human Decision Processes, 158, 112-125.

Rego, A., Vitória, A., Magalhães, A., Ribeiro, N., & E Cunha, M. P. (2013). Are authentic leaders associated with more virtuous, committed and potent teams? The Leadership Quarterly, 24(1), 61-79.

Saeed, S., & Ali, R. (2018). Exploring authentic leadership in relation to work engagement in public and private sector universities. Journal of Applied Environmental and Biological Sciences, 8(2), 59-67.

Saeed, S., & Ali, R. (2019). Relationship between authentic leadership and classroom management in public and private sector universities. Journal of Education and Educational Development, 6(1), 171-187.

Sidani, Y. M., & Rowe, W. G. (2018). A reconceptualization of authentic leadership: Leader legitimation via follower-centered assessment of the moral dimension. The Leadership Quarterly, 29(6), 623-636.

Shields, C. M. (2016). Transformative leadership. Peter Lang.

Trilling, L. (2009). Sincerity and authenticity. Harvard University Press.

Walumbwa, F. O., Avolio, B. J., Gardner, W. L., Wernsing, T. S., & Peterson, S. J. (2007). Authentic leadership: Development and validation of a theory-based Measure†. Journal of Management, 34(1), 89-126.

Walumbwa, F. O., & Wernsing, T. (2012). From transactional and transformational leadership to authentic leadership. The Oxford Handbook of Leadership, 392-400.




How to Cite

Begum, M., Ghaffar, A., & Idris, M. (2023). University Women Leadership and Institutional Performance-Team Effectiveness: The Moderating Effect of Authenticity in Leadership. Journal of Social Sciences Review, 3(2), 651–665.