The Effect of Authentic Leadership of Deans and Directors on Sustainable Organizational Commitment at Universities: Mediated by Organizational Culture and Trust

Abstract

This study aimed to analyze the relationship between deans and directors of Korean universities on the organizational commitment of university professors, and the mediating effects of organizational culture and organizational trust. A survey was conducted with full-time professors at 20 universities; 387 responses were analyzed. Structural equation modeling was performed using a two-step approach to achieve the research purpose, and the mediating effects were tested using phantom variables. The analysis revealed that the authentic leadership of deans and directors significantly and positively affected organizational trust, culture, and commitment, with trust being a more important mediator than culture. This study is significant in that most previous studies on university leadership have focused on the university president, the top-level policymaker, and used measurement tools designed for business organizations. Conversely, this study focused on deans and directors, the middle managers at universities, and adapted existing diagnostic tools for universities in Korea with horizontal organizational structures based on academic experience. In Korea, there is currently an emphasis on university reform, evaluation, and financial support. Thus, the importance of deans and directors as the key administrative workforce and enablers in creating a healthy organizational culture is in the spotlight The results suggest the urgent necessity for investment in leadership training for these positions.

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