Authentic Leadership in the UK Retail Sector: Exploring Employee Experiences and the Emergence of Authentic Followership

Citation

Authors

• Saima Asghar

  University of Wales Trinity Saint David, London, United Kingdom

  saima_asghar@outlook.com

  ORCID: 0009-0001-7484-7816

• DOI https://doi.org/10.63329/av3nz1233

Abstract

This phenomenological study explores employees’ experiences of authentic leadership within the UK retail industry, addressing the gap in understanding how authentic leadership influences followers. Rooted in the principle of ‘Know thyself,’ authentic leadership emphasizes self-awareness, relational transparency, and moral values to foster positive work environments, employee well-being, and organizational sustainability. The research investigates the perceptions of 14 employees working under authentic leaders, using in-depth interviews to uncover their professional and personal experiences. Four key themes emerged: Genuine and Positive Attitude, Building Informal Relations, Formal Relations, and Professional Aptitude. These themes highlight how authentic leadership promotes honesty, trust, and strong interpersonal relationships, ultimately contributing to authentic followership. The study proposes a model of authentic followership based on these findings, aligning with existing theories while introducing new dimensions. A comprehensive review of leadership literature underscores the importance of leaders guiding followers toward shared goals while prioritizing their well-being and empowerment. The findings suggest that authentic leadership enhances organizational vibrancy and productivity, with implications for both private and public sectors. Further research is recommended to explore authentic leadership experiences across diverse industries and cultural contexts, providing deeper insights into its transformative potential for employees and organizations alike.

 

Keywords: Authentic leadership, sustainability, followership, organizational vibrancy

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