Exploring the Role of Authentic Leadership in Shaping Innovation and Adaptability in Higher Education: The Influence of Psychological Capital and Sector Type

Abstract

Objectives: This research examines the influence of authentic leadership on innovative work behavior (IWB) and adaptive performance (AP) within academic staff at Jordanian higher education institutions (HEIs). It also examines the mediating function of psychological capital (PsyCap) and the influence of sector type (public versus private) on these interactions. Methodology: A quantitative methodology was employed, involving 422 academic staff from 26 public and private higher education institutions in Jordan, selected through a cluster sampling technique. The data were collected utilizing validated instruments for authentic leadership, innovative work behavior (IWB), adaptive performance (AP), and psychological capital (PsyCap). We used SmartPLS to do partial least squares structural equation modelling (PLS-SEM) to look at the measurement and structural models. SPSS 26 was employed for descriptive and comparative analyses, such as t-tests and ANOVA. Results: The results show that AL greatly improves both IWB and AP. PsyCap was identified as a mediating factor in these relationships, underscoring its essential function as a psychological resource. However, the moderating effect of sector type was not statistically significant, suggesting that the impact of authentic leadership on innovation and adaptability does not differ markedly between public and private higher education institutions. Practical Implications: Conclusions: The results demonstrate how important it is for HEIs to cultivate authentic leadership in order to increase PsyCap, which in turn fosters faculty innovative work behavior and adaptability. Recommendations: The results will be beneficial to policymakers and university administrators who wish to enhance faculty involvement and organizational effectiveness.