Authentic, Ethical, and Transformational Leadership: Effects on Leadership Effectiveness and Trust
DOI:
https://doi.org/10.20527/jwm.v13i3.455Keywords:
authentic leadership, ethical leadership, leadership effectiveness, transformational leadership, trust in leaderAbstract
This study examines the influence of authentic, ethical, and transformational leadership on leadership effectiveness and employees’ trust in leaders in a project-based Indonesian state-owned enterprise. Data were collected from 90 employees of PT Wijaya Karya (Persero) Tbk — Division of Operations 5, Kalimantan. A quantitative causal design was applied using purposive sampling, and analysis was conducted with Partial Least Squares Structural Equation Modeling (PLS-SEM). Results reveal that ethical and transformational leadership positively and significantly affect leadership effectiveness, while authentic leadership does not. Ethical leadership also directly enhances trust in leaders, whereas authentic leadership, transformational leadership, and leadership effectiveness do not significantly affect trust. Mediation analysis shows that leadership effectiveness partially mediates the effects of ethical and transformational leadership on trust. The study provides theoretical contributions by clarifying the distinct roles of leadership styles, and practical implications for leadership development strategies in project-based organizations.
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