Felt Authenticity and Demonstrating Transformational Leadership in Faith Communities

Abstract

This study examined relations between felt authenticity and transformational leadership behaviors of 184 Christian faith community leaders. Felt authenticity was examined across 4 roles associated with transformational leadership behaviors: inspirational motivation in the visionary leader role, idealized influence in the positive role model role, intellectual stimulation in the champion of change role, and individualized consideration in the coach and mentor role. These roles were generally found to be positively related to specific behaviors of transformational leadership required for the role. Results also indicated that leaders exhibit different levels of transformational leadership behaviors within the same role with general consistency across roles.

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