IMPACT OF AUTHENTIC LEADERSHIP ON EMPLOYEE ENGAGEMENT AND WORK PERFORMANCE A CASE STUDY CLUB MEMBERSHIP AT UEH UNIVERSITY

HỒ CHÍ MINH BÁO CÁO TỔNG KẾT ĐỀ TÀI NGHIÊN CỨU KHOA HỌC THAM GIA XÉT GIẢI THƯỞNG “NHÀ NGHIÊN CỨU TRẺ UEH” NĂM 2022 IMPACT OF AUTHENTIC LEADERSHIP ON EMPLOYEE ENGAGEMENT AND WORK PERFO

TRƯỜNG ĐẠI HỌC KINH TẾ TP HỒ CHÍ MINH

BÁO CÁO TỔNG KẾT

ĐỀ TÀI NGHIÊN CỨU KHOA HỌC THAM GIA XÉT GIẢI THƯỞNG

“NHÀ NGHIÊN CỨU TRẺ UEH” NĂM 2022

IMPACT OF AUTHENTIC LEADERSHIP ON EMPLOYEE ENGAGEMENT AND WORK PERFORMANCE: A CASE STUDY CLUB

MEMBERSHIP AT UEH UNIVERSITY

Thuộc nhóm chuyên ngành: Thương mại – quản trị kinh doanh và du lịch – marketing

Hồ Chí Minh, tháng 2 năm 2022

The topic discusses the effects of authentic leadership on employee engagement and work performance: researching club membership at UEH University The main goal

of the study was to determine the impact of authentic leadership on work performance

as well as engagement among tribal members at UEH University and to make recommendations that could help leaders, the executive boards of the club increases the efficiency of work and engagement among the members of its club

The research process is carried out in two main stages: secondary data research and quantitative research

(1) Secondary data research methodology: The authors discussed and referenced materials from a variety of sources including documents and research papers of foreign authors aimed at authentic leadership, club, work perforformance and engagement at work Find research models, research hypotheses, and questionnaire designs from previous research papers by foreign authors

(2) Quantitative research method: The authors designed and implemented with the goal of verifying the reliability and value of scales using Cronbach's alpha trust coefficient method, EFA exploratory factor analysis, CFA confirmation factor analysis and SEM structural equation modeling analysis (The authors conducted an online survey

of members of the school club UEH University with the number of questionnaires generated is 350 copies, earning 335 copies of which 300 are satisfactory, the authors use the statistical tool describing spss Q-Q plot to filter highly dispersed values, 254 useful questionnaires are put into processing and analysis) The authors used IBM SPSS

20 and IBM AMOS 20 processing software to be able to process statistical data

TABLE OF CONTENTS 3

LIST OF TABLES 5

LIST OF FIGURES 6

CHAPTER 1: INTRODUCTION 1

1.1 Introduction 1

1.2 Research problem 2

1.3 Research objectives and research questions 3

1.3.1 Research objectives 3

1.3.2 Research questions 3

1.4 Subjects of research and research scope 3

1.5 Research methods 4

1.6 Research significance 4

1.6.1 Scientific significance 4

1.6.2 Practical significance 4

1.7 Research structure 5

CHAPTER 2: LITERATURE REVIEW AND THEORETICAL FRAMEWORK 7

2.1 The present studies 7

2.1.1 Vietnamese studies 7

2.1.2 Foreign studies 7

2.1.3 Research gaps 8

2.2 Literature review and hypotheses 8

2.2.1 Club from Vietnamese Students' Association 8

2.2.2 Authenticity 9

2.2.3 Authentic Leadership 9

2.2.4 Employee Engagement 12

2.2.5 Work Performance 14

2.2.6 The relationship between Authentic Leadership and Employee Engagement 15

2.2.7 The relationship between Authentic Leadership and Work Performance 16

2.2.8 The relationship between Employee Engagement and Work Performance 17

2.3 Research model 18

CHAPTER 3: MATERIALS AND METHODS 19

3.1 Research process 19

3.2 Measures 20

3.2.1 Authentic Leadership scale 20

3.2.2 Employee Engagement scale 22

3.2.3 Work Perforformance scale 23

3.3 Study methods 23

3.4.1 Choose research sample 26

3.4.2 Research sample size 26

CHAPTER 4: RESULTS AND DISCUSSION 27

4.1 Participant’s profile 27

4.2 The result of Cronbach's Alpha Reliability Analysis 30

4.3 The results of Exploratory Factor Analysis EFA 31

4.4 The results of Confirmatory Factor Analysis CFA 33

4.5 Hypothesis testing using Structural Equation Modeling (SEM) 34

4.6 Discussion 36

CHAPTER 5: CONCLUSIONS, LIMITATIONS AND FUTURE RESEARCH AVENUE 38

5.1 Conclusion 38

5.2 Practical implications 39

5.3 Limitations and future research 41

Bibligraphy 43

Appendix A: SURVEY QUESTIONS FORM 51

Appendix B: OUTPUT OF SPSS AND AMOS 57

Table 3 - 1 Expression and encoding of the scale Authentic Leadership 20

Table 3 - 2 Expression and encoding of the Employee Engagement scale 22

Table 3 - 3 Expression and encoding of the Work Performance scale 23

Table 4 - 1 Demographic profile of respondents 27

Table 4 - 2 The result of Cronbach’s Alpha Reliability Analysis 30

Table 4 - 3 The result of KMO and Bartlett's Test 31

Table 4 - 4 The result of Exploratory Factor Analysis EFA 32

Table 4 - 5 The results of confirmatory factor analysis CFA 33

Table 4 - 6 The result of the correlation coefficient between variables 35

Table 4 - 7 The results of hypothesis testing on Employee Engagement 36

Table 4 - 8 The results of hypothesis testing on Work Performance 36

Figure 2 - 1 Formal research model 18 Figure 3 - 1 Research process 19 Figure 4 - 1 The results of confirmatory factor analysis CFA 34 Figure 4 - 2 The results of the analysis of the Structural Equation Modeling SEM 35 Figure 4 - 3 Results of research model 37

CHAPTER 1: INTRODUCTION

1.1 Introduction

Vietnam's economy is growing in agreement with the market economy, and one

of the standards that Vietnam must acknowledge, whereas changing over to this economy is the law of competition With the globalization of the economy, Vietnam presently faces plenty of openings and issues in this range This is often an opportunity

to move our nation closer to the modern created economy, science, and human understanding and move forward our country's position within the world market Nevertheless, there are numerous challenges we confront: the economy is destitute, in reverse; People's lives are still troublesome and challenging; The level of preparation of cadres is still low; To overcome a deficiency, Vietnam needs a group of dynamic, energetic, and inventive individuals

Youthful individuals, in specific, are the planned proprietors of the nation, and understudies are people who are taught and teaching with technical information while sitting in a school chair Despite that, the information that understudies learn in a lesson will continuously be hypothetical without an environment that invites the applications

of understudies The Club within the College is one of the places where understudies are, to begin with, uncovered when entering the university environment The club may

be a put where people of their age have the opportunity to rub shoulders and sharpen their scholarly information and abilities

Understudies who connect the club can move forward in all zones and exchange and secure numerous critical aptitudes that can utilize in learning, communication, behavior, issue tackling, physical preparing, and so on Not as it were that, but clubs permit understudies to endeavor and come up short, picking up involvement sometime recently entering organizations or organizations where botches are not endured Depending on the field, each person features a distinctive set of qualities As a result, as

it is, the club environment can assist you in creating all of your remarkable abilities

Agreeing to the Eduniversal Rankings since 2014, UEH college is one of the world's beat 1000 best trade schools, with an estimate of more than 30000 understudies With the blazes of financial matters understudies, UEHers is greatly glad of UEH with

a different extracurricular working environment, and understudies are intensely energetic, excited, and continually learning

Subsequently, clubs' appearance may be a potential play area for youthful individuals who are energetic around inquiring about and learning to fulfill their interests The school has 13 clubs beneath the Appointment – Corridor and 17 clubs beneath the Faculty/Institute with numerous modern and appealing shapes of activities

However, despite the accomplishments, the activities of student groups remain limited and difficult Some newly formed clubs have been ineffective, failing to satisfy students' expectations due to a lack of Authentic Leadership on the club's executives

According to Avolio and Walumbwa (2006), clubs with authentic leaders provide

an open environment in which members of the organization may access information, resources, and support and have equal opportunities to learn and grow

As a result, increasing the engagement and efficiency of club members' work becomes a major priority for the club's executives A authentic leader's optimistic attitude creates positive feelings among people who serve the organization, which translates into higher engagement and compromise with the task while also contributing

to improved performance and increased involvement among members of the organization

In this environment, there has been a tremendous deal of interest in enhancing the quality of student performance at the university, namely mental and physical strength,

to prevent unhappiness—Club directors' lack of passion for club activities and their lack

of a feeling of responsibility So, comparable to earlier research, we apply many alterations to the demonstrated structure to examine the impact of authentic leadership

on worker engagement and work performance within the case of UEH College considering club individuals Through the final study findings, we hope to demonstrate that employees working in the organization who are inspired and supported by the club's president/vice-president will boost work efficiency and contribute to the organization's sustainable success

1.2 Research problem

This study recognizes the impacts of Authentic Leadership on Employee Engagement and Work Performance because of examination into individuals from the Clubs at UEH University

1.3 Research objectives and research questions

- Determine the degree of engagement and and work performance of the clubs

at UEH University and provide ideas to improve the executives' Authentic Leadership to promote the engagement and work performance of the members

- How does the executive boards' authentic leadership affect the performance

of the clubs' members?

- How does the amount of engagement of club members impact coworkers' performance?

1.4 Subjects of research and research scope

Research scope: Because the impact of Covid-19 in the Ho Chi Minh City region

is complicated, and UEH University students have not yet returned to study, so the

authors only conducted the survey online through the social networking site Facebook and the Messenger application

Study period: The investigation will be conducted from November 2021 to February 2022

1.5 Research methods

The research approach employed is a hybrid method carried out in two stages: secondary data research and formal quantitative research

Phase 1: Secondary data gathering

Use by studying existing scientific research on the issue and inferring research models, creating questions and scales for those questions

Phase 2: Quantitative analysis

To assess the size and suitability of the research model, use quantitative research methodologies in the official research model Questionnaires are data collection tools for a particular topic The questionnaire has 38 statements, and each scored on a five-point Likert scale The sample selection approach used in this study is the most convenient sample selection method

The author applied IBM SPSS 20 and IBM AMOS 20 statistical data processing software, as well as the following tools: CA (Cronbach's Alpha Reliability Coefficient); EFA (Exploratory factor analysis); CFA (Confirmatory factor analysis); and SEM (Structural equation modeling)

1.6 Research significance

1.6.1 Scientific significance

In the context of UEH University Clubs, this study serves to understand the influence of Authentic Leadership on the Employee Engagement and Work Performance of the organization and its members

1.6.2 Practical significance

For UEH University Clubs: The study's findings will serve as the foundation for determining the level of cohesion and work performance of members when operating at the club, based on the impact of leadership, precisely the leadership of the club's executives of the activity

From there, there are methods to alter the leadership to promote member engagement and the work performance of the organization as a whole and each member

For UEH University: It provides the foundation for assisting the school administration in organizing and successfully managing clubs

For UEH students: This is a paper to help students discover, construct, and develop the appropriate leadership As a result, you will be able to increase your personal leadership potential in the learning process and extracurricular activities, and later baggage while working in corporate organizations

For members to carry out research topics: This is an activity to help team members improve and develop their research capacity to serve scientific research activities at the university such as UEH500, Young Researchers and scientific research programs at department and university levels as well as upcoming academic research projects

For commerce organizations: May be a reference for trade management/management boards to audit and organize exercises within the undertaking

to cultivate and prepare actual authority capacity for administration at all levels and representatives with yearnings and potential to expect administration positions within the future

In this chapter, the author will present the reasons for selecting the topic, research problems, research objectives, research questions, subjects, the scope of research, research methods, as well as the research significance of the topic

Chapter 2: Literature review and theoretical framework

In this chapter, the study will show the essential theoretical foundations that indicate the relationship of authentic leadership to employee engagement and work performance that previous research papers published in Vietnam and across the world have tackled the author's study problem: Impact of Authentic Leadership on Employee Engagement and Work Performance: A case study club membership at UEH University

Chapter 3: Methods

In this chapter, the author will present the data and sample size of the study, the research hypotheses drawn from the theoretical basis overview, and empirical evidence The author will then introduce the research model and describe the variables used in the study Then, using IBM SPSS 20 and IBM AMOS 20 statistical data processing software with the following tools: CA (Cronbach's Alpha Reliability Coefficient); EFA (Exploratory factor analysis); CFA (Confirmatory factor analysis); and SEM (Structural equation modeling).

Chapter 4: Results and discussion

Based on the issues provided in the preceding sections and the processing tools listed above The author processed the data, generated the findings, and described the correlation between the variables

Chapter 5: Conclusion and managerial implications

In this section, the author will summarize the entire content and results of the study the values that the topic brings to the current social context Next, the author also briefly presents some limitations of the topic and proposes some future remedies

CHAPTER 2: LITERATURE REVIEW AND THEORETICAL

is separated into three observational variables are emotional cohesion, the need for morality, cohesion to maintain This study recognized the characteristics of modern leadership : proficient leadership, modern leadership in quality and of free leadership, in this manner measure how the impact of the new leadership materially on employee engagement with the organization by gender differences in old income age how the number of job transfers and other jobs has an impact

Duy's consider (2017) on "The Impact of Authentic Leadership on Employee Engagement, Physical, Mental, And Social Status in Businesses in Ho Chi Minh City" appears the direct relationship between authentic leadership and worker engagement within the business, this means that the more authentic the leader has, the engagement of the employees will be fostered in the organization, in expansion to the favorable effect between the authentic leadership on the psychology and society of workers but barring the physical condition of representatives

In 2017, Tri & Ut (2017), with research: "The impact of leadership variables on the execution of respectful workers of specialized offices in Soc Trang province," pointed out the impact of 6 administration components (including (1) Manage by exception - proactive administration, (2) The engaging quality of the leader, (3) Mental incitement, (4) Motivation, (5) Worker intrigued, (6) accomplishment rewards) to the execution of the work of respectful workers are favorable to the degree of reducing)

2.1.2 Foreign studies

Hassan & Ahmed's study (2011) advance states that authentic leaders illustrate a high level of judgment have a profound sense of reason and commitment to their core values As a result, authentic leaders can get high-level connections of belief from their group individuals, and after that, change comes about into positive things The study centered on how authentic leadership contributes to subordinates' belief in leadership, which predicts subordinates' level

of engagement The results indicated that authentic leadership has fostered subordinates' trust

in the leader, thereby contributing to the cohesion at work Furthermore, interpersonal belief subordinates’ level of work engagement while also acting as a mediation factor in the relationship between authentic leadership and job engagement

Various studies have shown that true leaders can positively influence employee overall performance, and this will drive an organizational environment to become more positive where values and performance will be covered In India, Mathur & Lakhotia's research (2015) is no particular case; the oddity is that there is innovation in thoughts, that is, to strip absent deceptive behaviors and center on investigating, understanding, as well as shaping new concepts of the structure of authenticity and authentic leadership The results show that authenticity builds a genuine leader and affects and advances certain positive mental variables of subordinates Interestingly, once leaders become authentic, they can make a difference in subordinates’ performance

2.1.3 Research gaps

Based on 7,939 business units at 36 companies, Harter, Schmidt & Hayes (2002) discovered that employee satisfaction and engagement are reflected by positive results in job satisfaction, turnover, and employee performance, i.e., This highlights that changes in management practices with the goal of increasing employee engagement can increase business unit outcomes from a variety of aspects including profitability Understanding this, we discover that the part of a leader in an organization is fundamental, not as studies have appeared that genuine leadership is one of the most significant indicators of an organization's success In any case, most studies in Vietnam and overseas regularly center consideration on autonomous and subordinate connections among factors, overlooking the cohesion of subordinates

Because of the distinguishing proof of the opportunity of past research papers, the author created a research model in order to cover the relationship between the authentic leadership style and the performance of subordinates through the roundabout impact of the cohesive factor within the work of subordinates

2.2 Literature review and hypotheses

2.2.1 Club from Vietnamese Students' Association

The Student Club is both a type of organization and a mode of operation, the critical portion of the Student Union organization, to bolster the determination of complex and vital issues in learning and daily life, meet the legitimate needs of students

The Student Club may be a put where there are wealthy exercises appropriate to the requirements of understudies, making an environment for understudies with

capacities and aptitudes to be uncovered and created Other than new esteem introduction, make conditions for understudies to develop in all viewpoints

The Student Association with the taking sets up the Understudy Club after objectives: Firstly, provide conditions for students to communicate, behave, have great excitement, express their thoughts, aspirations, and goals, and and assist in the settlement of challenging challenges and issues in learning, work, and life Second, offer assistance organize the Association to accumulate and join together understudies through club exercises, such as think about, culture, expressions, leisure activities, logical investigate and other social exercises, contributing to a portion of the development, progressing the quality of exercises of the Association At last, through exercises to proliferate and raise mindfulness, political bravery, profound quality, way

of life, and teach understudies on progressive beliefs and national conventions

2.2.2 Authenticity

It can be seen that, for a leader, authenticity within the working style is a crucial thing for them However, the definitions of authenticity as well as the specific time period of starting to use these definitions, it is not currently clarified According to a study by Walumbwa, Avolio, Gardner, Wernsing & Peterson (2008), authenticity may

be a structure that dates back at the slightest to antiquated Greece as a piece of godlike advice to "stay genuine to yourself." Other than that, this is often too one of the concepts developing within the field of brain research in later times (Seligman, 2002)

Thus, Walumbwa et al (2008) defined that authenticity is one's personal experiences It can be personal thoughts, feelings, needs, preferences or beliefs about something being right; at the same time, authenticity also helps us to seize opportunities

in a timely manner and give appropriate behaviors

2.2.3 Authentic Leadership

Many evaluations focus on Authentic Leadership right now; therefore, there are

a lot of different definitions However, the following factors are central to the definitions

of Authentic Leadership

According to Luthans and Avolio, Authentic Leadership is a process that involves both positive psychological competence and a high organizational

development framework, resulting in higher self-awareness and good behaviors among leaders and associates through self-regulation This results in a good growth surge

According to Ilies, Morgeson, and Nahrgang (2005), authentic leadership has a good impact on both leaders' and followers' self-awareness and positive self-regulation behaviors, promoting growth and positive self-development

Similarly, Ilies et al (2005) define Authentic Leadership as confident, hopeful, optimistic, resilient, ethical, future-oriented and emphasize the development of associates who become leaders Authentic leaders remain authentic to themselves, and their actions are presented as good behaviors that help colleagues develop into leaders

According to Gardner, Avolio, Luthans, May, and Walumbwa (2005), authentic leadership is a process in which leaders are conscious of their ideas and behaviors in the context in which they work

Authentic leaders, based on their moral viewpoints, strengths, and expertise, are frequently aware of the values of their superiors and subordinates They are said to be concerned with their integrity and how they enable their subordinates to attain common goals

In addition, George, Sims, McLean & Mayer (2007) has described authentic leaders as a person who brings people together on a mission and empowers them to lead,

to serve customers while creating value for all their stakeholders

Walumbwa et al (2008) suggested a four-part model that focuses on authentic leadership, including self-awareness, balanced processing, internalized moral perspective, and relational transparency These four dimensions, when combined, constitute the foundation of a philosophy of authentic leadership and objectives, as well

as a deep awareness of who you indeed are

Thus, authentic leadership can be understood as a model of leader behavior that promotes positive psychological competence and a positive moral environment, promoting higher self-awareness, an inner moral perspective, handling balance, and transparency in each leader's relationship

2.2.3.1 Self-awareness

The personal insights of a leader are referred to as self-awareness It includes traits, attitudes, motives, feelings, and perceptions representing self-belief This allows

his/ her to recognize himself/ herself strengths and flaws and gain a deeper understanding of who he/she is

According to Ilies et al (2005), self-awareness entails understanding a person's inherent contradictions and the role those contradictions play in affecting their ideas, feelings, actions, and behaviors

As a result, a self-aware leader recognizes their own unique talents, knowledge, and experiences and uses self-reflection as a critical tool According to Kernis (2003), self-awareness also entails understanding and trusting one's feelings Leaders have a firm foundation for their decisions and actions when they understand themselves and fully know who they are and what they stand for As a result, a self-aware leader recognizes himself/ herself own unique talents, knowledge, and experiences and uses self-reflection as a critical tool According to Kernis (2003), self-awareness also entails understanding and trusting one's feelings Leaders have a firm foundation for their decisions and actions when they understand themselves and fully know who they are and what they stand for

2.2.3.2 Internalized moral perspective

According to Avolio & Gardner (2005), An internalized moral perspective is a process of making a person's motivations, ambitions, and beliefs fully obvious to followers through leading by example and exhibiting consistency in things The key to this component is that the regulatory system is managed from the inside rather than relying on external variables or expectations Furthermore, Avolio & Gardner (2005) also argues that an internal moral perspective is based on unity between standards within

a person and the discipline needed to turn core values into consistent acts As a result, authentic leaders will say what they want to say based on their own moral beliefs, and that is what they are honestly thinking Consequently, people will feel conflict or friction between their ideals and organizational obligations Managers have employed internal ethical standards and principles to direct their conduct rather than allowing external influences to dominate them, referred to as self-regulating behavior

Authentic leaders act in accordance with their true selves and demonstrate norm

of authenticity by maintaining consistency in their actions (Mazutis &Slawinski, 2008) Therefore, others regard leaders who hold internalized moral perspective as authentic since their actions are consistent with their stated beliefs and ethics

2.2.3.3 Balancing processing

According to Avolio and Gardner (2005), the process of balancing processing is

a process through which each person perceives oneself through internal contemplation paired with external assessments Authentic leaders do not misrepresent, exaggerate, or disregard the data gathered but rather pay attention to the positive and destructive elements and leadership

This self-regulating habit refers to an individual's capacity to objectively assess facts and poll others before reaching a choice

Moreover, balanced processing is defined as vital to integrity and individuality, impacting the leader's strategic decisions and actions considerably (Ilies et al., 2005) Leaders that can strike a balance are seen as genuine because they are transparent about their own opinions while still remaining impartial while considering the opinions of others As a result, their decisions are always fair and unbiases about anything

2.2.3.4 Relational transparancy

According to Ilies et al (2005), Transparency in relationships comprises all possibilities of a person's activities being really and openly reported Authentic leaders are honest in exposing their objectives, motives, values, identity, and emotions to their followers, in addition to being self-aware, balanced, and unified about their goals, motivations, values, identity, and emotions (Mazutis &Slawinski, 2008)

This is exhibited through exposing our genuine selves to others openly and honestly Individuals may manage their transparency with others, making this a self-regulating habit When people express their true sentiments, intentions, and inclinations with others appropriately, they are transparent in their interactions (Kernis, 2003) Individuals who express both good and bad sides to others are included in this category

Giving followers a glimpse into one's genuine self encourages trust, closeness, partnership, and collaboration (Gardner et al., 2005) Transparency in relationships also necessitates a willingness to be open to testing and feedback, making it an essential part

of the learning process (Mazutis &Slawinski, 2008)

2.2.4 Employee Engagement

The quantity of research on employee engagement has exploded in the last two decades However, there has been no agreement on the concept of Employee engagêmnt since then (Welbourne, 2007) According to Kahn (1990), employee engagement is "the

self-exploitation of organizational members into their work positions; people utilize and express themselves physically, cognitively, and emotionally in the process of fulfilling the function when they are linked."

Employee engagement's cognitive component is concerned with employees' perceptions of the business, its leaders, and their working environment Employees' feelings regarding each of those three criteria and whether they have a favorable or unfavorable attitude toward the firm and its leaders are discussed in the emotional aspect

The physical energy individuals utilize to execute their work is the material part

of employee engagement As a result, according to Kahn (1990), engagement involves demonstrating psychological and physical cohesion when occupying and fulfilling organizational positions

Other definitions of employee engagement have been enhanced from theoretical and practical sides to expand Kahn's study on employee engagement (Macey

&Schneider, 2008) Most of these new definitions incorporate crucial elements and adhere to Kahn's conceptual framework (Britt, Dickinson, Greene-Shortridge, & McKibben, 2007)

Employee engagement is typically characterized as a spiritual and intellectual commitment to the organization (Baumark, 2004; Richman, 2006; Shaw, 2005) or an arbitrary degree of effort put forth by workers in their job (Baumark, 2004; Richman, 2006; Shaw, 2005) (Frank, Finnegan, & Taylor, 2004)

Despite the fact that employee engagement is a multifaceted structure, as proposed by Kahn (1990), Truss et al (2007) define it simply as "passion for work," a psychological state considered to encompass three aspects of engagement discussed by Kahn (1990) and embrace the common theme throughout all of these definitions

Employee engagement was characterized by May, Gilson, and Harter (2004) as the manifestation of employee awareness, affection, and physicality in their job Employee engagement, on the other hand, was characterized by Saks (2006) as "a unique and distinctive structure that incorporates the cognitive, emotional, and behavioral components connected with the execution of an individual's task."

B Shuck & Wollard (2010) presented a similar concept, specifically for the area

of Human Resource Development (HRD), based on 159 papers on assessing employee

engagement history: "an Employee state of consciousness, emotion, and conduct toward the desired goal of the business."

In order to be physically, intellectually, and emotionally involved in their professional duties, employees must be attentive and aware, engaged, and show good feelings (Crawford, LePine, & Rich, 2010; Saks, 2006) Overall, these definitions agree with Kahn's (1990) concept of personal involvement, which refers to workers' psychological presence exhibited via their physical, cognitive, and emotional activity

Employees that are engaged have a high degree of energy and are actively immersed in their job (Bakker, Schaufeli, Leiter, & Taris, 2008) Most academics believe that engagement has one energy dimension and one identification dimension

As a result, engagement is defined by a high level of enthusiasm and a strong sense of consistency in one's work

Employee involvement has been proven to correlate with high levels of innovation, mission performance, civic conduct, and customer satisfaction in both public and private enterprises (Bakker, Demerouti, Sanz-Vergel, 2014)

2.2.5 Work Performance

Work performance is viewed as a measure of an Employee's ability and competency (Yun, Takeuchi, &Liu, 2007) Employees who attain better levels of performance, according to Yun et al (2007), may be perceived more positively by others, which will fulfill their favorable views

Poor performance, on the other hand, is likely to jeopardize an Employee's good self-image As a result of their deep connection to their sense of self, engaged employees will strive to enhance their task performance (Chen et al., 2013)

The outcome of work is viewed as a reflection of the labor's quality According

to Tsui, Pearce, Porter, and Tripoli (1997), performance is measured using nine measures that compare worker performance Work efficiency is frequently misunderstood in favor of terms like performance and productivity

Previous research has found that differences in salary and bonus allocation strongly predict work efficiency (Barnes &Morgeson, 2007; Cropanzano, Byrne, Bobocel, & Rupp, 2001), owing to the concept of typical or average work performance governing work outcomes (Barnes &Morgeson, 2007; Cropanzano, Byrne, Bobocel, & Rupp, 2001) (Rushton, Roghwell, & Craggs, 1981)

A successful employee is one who can correctly execute the work at hand and obtain better outcomes than the original aim Work performance is crucial for any firm since it may help them get a variety of benefits, including:

• Improve overall efficiency: When all of your workers, departments, and departments are productive, the company's overall efficiency improves as well

• Improve operational efficiency: When an enterprise reaches a high level of total operating efficiency, operational efficiency, flexibility, suitable application, and market competitiveness all improve

• Cost: A good standard result/ Job correlates to this, as does the cost, which is optimized by filtering the resources and resources necessary for the task

• To get a competitive advantage, improve service quality: Your consumers will be delighted with your company's efficiency and quality of service Your company's competitive edge will dramatically improve as a result of this 2.2.6 The relationship between Authentic Leadership and Employee Engagement

In 1997, Morrison & Robinson concluded in 1997 that employees in the company always wanted to provide accurate information about their work and about their organization Therefore, if they receive false or inaccurate information, their emotions will feel frustrated, which in turn leads to a decrease in the engagement at work and organization

As a result, it is critical and crucial for the leader to offer accurate information This builds employee trust and motivation, as well as their commitment to the task and engagement with the organization (May, Chan, Hodges, & Avolio, 2003)

According to Bakker (2011), the setting inside the firm is also a significant component in promoting employee engagement in the workplace One of the most important parts of Authentic Leadership is promoting a clear and open relationship between leaders and employees

Employees will be able to work in the most comfortable atmosphere possible while obtaining feedback from the authentic leader Then, demonstrate to us how genuine leaders and employees are inextricably linked

Employees will be proud and appreciative of the authentic leader if they understand the ethical standards and ideals According to Avolio, Luthans, and

Walumbwa (2004), acting in this manner increases a leader's identity inside the company and helps to bring people together

Some studies on the behavior of authentic leadership have been conducted, such

as Cropanzano et al (2001) on the positive impact of authentic leadership on employee engagement, Dirkes & Ferrin (2002) on the role of trust in leaders, and Cropanzano et

al (2001) on the positive impact of authentic leadership on employee engagement

Hassan & Ahmed (2011) on the relationship between authentic leadership, trust, and work engagement, and (Jensen & Luthans, 2006) on the link between authentic leaderships and boosting employee satisfaction, commitment, and happiness levels From there, the authors came up with the following hypothesis:

H1: Authentic leadership positively affects employee engagement

2.2.7 The relationship between Authentic Leadership and Work Performance

In terms of work performance, authentic leadership have monitored their followers' attitudes toward their leaders by observing their followers' personality tones

or identity levels (Hmieleski, Cole, &Baron, 2012; Walumbwa, Wang, Wang, Schaubroeck, & Avolio, 2010)

Recent research has looked at how a follower's authenticity and moral courage affect the transmission of authentic leadership to behavior and performance (Hannah, Avolio, & Walumbwa, 2011; Hannah, Walumbwa, & Fry, 2011)

Despite the fact that previous studies were correlational and cross-sectional in nature, their findings suggest that there is, at the very least, a positive relationship between positive emotions and individual performance

Positive emotions should be experienced more frequently by those who are more productive than those who experience fewer or more frequent negative emotions (Ashkanasy, Zerbe, & Hartel, 2016; Brief & Weiss, 2002; Connolly & Viswesvaran, 2000; Erez & Isen, 2002; Fisher & Ashkanasy, 2000; McColl-Kennedy & Anderson, 2002; Wright & Cropanzano, 1998)

Luthans & Avolio (2003) underline the necessity of including the influence of leaders' optimism on followers' behavior, as well as followers' performance and growth,

in a future study on authentic leadership

Gardner et al (2005), Ilies et al (2005) both underline how their followers' optimism and well-being might moderate the influence of authentic leaders on followers'

performance, impacting the organization's work performance From there, the authors came up with the following hypothesis:

H2: Authentic leadership positively affects work performance

2.2.8 The relationship between Employee Engagement and Work Performance

To increase an organization's performance in general, and an employee’s work performance in particular, the organization's executives should now be interested in enhancing the effective management of workers' work through boosting employee engagement

Managing employee performance has a significant impact on an organization's work performance (Cardy & Leonard, 2004) As a result, leaders should make effective management a primary priority (Lawler, 2008) According to recent research, firms are now confronting the significant task of demanding greater performance management, and cultivating employee engagement is one of the major approaches to boost Employee work performance (Buchner, 2007)

Employee engagement is critical to both an individual's and a company's success There is a widespread perception that there is a correlation between employee engagement and corporate performance Leaders can forecast work results, organizational success, and financial performance based on employee engagement (Bates, 2004; Baumruk, 2004; Harter et al., 2002; Richman, 2006)

Organizational productivity and activity, customer results, staff retention rates, organizational culture, organization advocacy, and the company's external image all reflect the influence of engagement (or non-engagement) An employee who is extremely engaged consistently outperforms expectations (Harter et al., 2002)

Employee engagement has been linked to a range of outcomes, including dedication, health, projected income, and job results, according to a recent meta-analysis (Halbesleben, 2010)

Another study discovered that by strengthening performance management, companies may provide the groundwork for great employee engagement and so boost performance (Halbesleben, 2010)

This illustrates that concentrating on employee engagement at work will enable the individual to display their full potential for the job and, as a result, increase their responsibilities From there, the authors came up with the following hypothesis:

H3: Employee engagement positively affects work performance

2.3 Research model

Figure 2 - 1 Formal research model The proposed research hypothesis:

H1: Authentic leadership affects employee engagement positively

H2: Authentic leadership affects work performance positively

H3: Employee engagement affects work performance positively

CHAPTER 3: MATERIALS AND METHODS

3.1 Research process

Figure 3 - 1 Research process

Following the process of developing and defining research objectives, the rationale is presented based on concepts related to the research topic, such as authentic leadership, subordinate engagement, and personal work performance

Following that, we develop a proposed research model and propose research hypotheses Due to time constraints, the group foregoes the quantitative research step in favor of a group discussion process to develop a post-adjustment research scale referenced by previous authors The surveying and processing of data gathered from quantitative research, as well as the research topic, will determine the factors influencing individual performance Finally, draw official conclusions and suggest some administrative changes to improve personal performance in clubs

The research project of the group is divided into two main phases:

Phase 1: Secondary data research entails studying documents and research papers related to the topic in order to identify research models research hypotheses, construct questionnaires, and construct scales for conducting surveys

Phase 2: Quantitative research involving the analysis of post-measurement survey data and the auditing of research models

3.2 Measures

The development of a preliminary scale for variables in the author's model is based on basic theories and scales that are already available from authors who have conducted studies related to three dimensions (Authentic Leadership, Employee Engagement, Work Performance) in the world This preliminary scale is used as the foundation for quantitative research in order to develop questionnaires for quantitative research Hand-to-hand discussion is used in quantitative research To assess the customer's level of consent for all of the observed variables in the scales, the author employs a 5-point Likert scale: (1) Strongly Disagree, (2) Disagree, (3) Neutral, (4) Agree, (5) Strongly Agree

3.2.1 Authentic Leadership scale

Table 3 - 1 Expression and encoding of the scale Authentic Leadership

Original scale Sources Adjustable scale Encode

Walumbwa

et al., 2008)

Club executives can list my three greatest weaknesses

Club executives seek feedback as a way to get to know themselves

SA3

I accept the feelings I have about myself

Club executives accept the feelings they have about themselves

The actions of the club's executives truly reflect their core values

IMP1

I do not allow group pressure to control me

Club executive doesn’t allow group

IMP2

pressure to place heavy on them

Other people know where I stand on controversial issues

Other people know

executives stand on controversial issues

Club executives seek ideas from other individuals before making a decision

BP1

I listen closely to the ideas of those who disagree with me

Club executives listen carefully to the opinions of those who disagree with them

BP2

I do not emphasize my own point of view at the expense of others

Club executives do not emphasize my own point of view at the expense of others

BP3

I listen very carefully

to the ideas of others before making decisions

Club executives listen very carefully

to the ideas of others before making decisions

BP4

Relational

transparancy

I openly share my feelings with others

Club executives openly share their feelings with others

RT2

I rarely present a

“false” front to others

Club executives rarely present a

“false” front to others

RT3

I admit my mistakes to others

Club executives admit my mistakes to others

RT4

3.2.2 Employee Engagement scale

Table 3 - 2 Expression and encoding of the Employee Engagement scale

Original scale Sources Adjustable scale Encode

Vigor At my work, I feel

bursting with energy

(Schaufeli, Bakker, &

Salanova, 2006)

You feel highly enthusiastic and hard-working for the job

VI1

I can continue working for very long periods at a time

You can do the work continuously for a long period of time

VI2

At my job, I am very resilient mentally

Mental resilience in your work is very good

VI3

At my work, I always persevered, even when things do not go well

You always keep trying your best to do the job, even when there's a lot of trouble

VI4

Dedication I find the work that I

do full of meaning and purpose

You see the meaning

in the work you do

DE1

I am enthusiastic about my job

You always care and want to get to work right away

DE2

My job inspires me You have positive

feelings and are very interested in being creative at work

DE3

I am proud of the work that I do

You are satisfied with the job you do

DE4

To me, my job is challenging

You realize that the work you do has many challenges

AB1

When I am working,

I forget everything else around me

When you work, you are completely focused and forget about the things around you

AB3

I get carried away when I am working

You feel easily agitated and lose your temper while doing the job

AB4

It is difficult to detach myself from

my job

You find it hard to separate yourself from work

AB5

3.2.3 Work Perforformance scale

Table 3 - 3 Expression and encoding of the Work Performance scale

Original scale Source Scale translated into

Vietnamese and adjusted

You basically achieve the goals of your work

responsibility than typically

assigned

You can take on more responsibilities than you currently do

WP6

Is competent in all areas of the job

handles the task with proficiency

You find yourself competent in all aspects

of the job and can handle the work competently

WP7

Plans and organizes to achieve

objectives of the job and meet

deadlines

You plan and organize to achieve your goals at work and complete them

Refer to materials from various sources, such as documents and foreign author research articles on topics such as Authentic Leadership, College’s Student Club, Work Performance, and Employee Engagement Find research models, hypotheses, and questionnaire designs in previous research articles by foreign authors (in the research papers outlined in Section 2.1 – Overview of related studies)

3.3.2 Official quantitative research methods

Because of the covid-19 epidemic, the authors conducted an online survey of UEH University Club members The data was collected in two months (from 30thNovember 2021 to 30th January 2022) November 30 to December 30, 2021), with 350 requests generated, earning 335 copies, of which 300 were satisfactory for survey subjects, and the authors used the statistical tool to describe the SPSS Q-Q plot to filter out highly dispersed values, 254 useful questionnaires were given Into the processing and analysis stage

3.3.1 Steps in quantitative research analysis

3.3.1.1 Measurement model

This study adopted the two-step approach Schumacker and Lomax (2016) recommended, which consists of evaluating the measurement model and then testing the structural model SPSS 20 and AMOS 20 were used to analyze the data The measurement model was assessed through exploratory and confirmatory factor analysis (CFA)

(1) The scale's Cronbach's Alpha Reliability Rating: Cronbach's Alpha and

corrected item (Corrected Item – Total Correlation) coefficients are used to assess the

scale's reliability According to (Nguyen 2013), a satisfactory measurement variable has

a correlation coefficient of the total correction variable greater than 0.30 According to Nunnally (1994), the scale is only acceptable in terms of reliability when the Cronbach's Alpha coefficient is greater than 0.6 However, we do not always rely on Cronbach's Alpha, believing that the higher the value, the better If Cronbach's Alpha is greater than 0.95, many variables on the scale will produce very similar results, causing measurement overlap when the results measure the same content (Nguyen, 2013)

(2) EFA (Exploratory Factor Analysis): EFA displays the scale's

distinguishing value and the convergence value CFA and SEM tests can be used to

further test data by combining both principal axis factory extracts with Promax perpendicular rotations to show more accurate data structures The researchers then

examined two KMO (The Kaiser-Meyer-Olkin Measure of Sampling Adequacy)

coefficients and two eigenvalue factor coefficients The KMO coefficient must be greater than 0.5, and the coefficient used to calculate the number of eigenvalue factors must be greater than 1 When the common part of the scale must be larger than the individual part and the error, the scale is acceptable That is, the total AVE citation must

be greater than 0.5 Furthermore, the above coefficient is considered good when it exceeds the minimum of 0.6 Furthermore, for the scale to achieve converging value, the variable's weighting on the factor that the variable measures must be high, while the weighting on other factors that the variable does not measure must be low As an acceptable value, the weighting of the factor must be greater than 0.5, or the difference between the two weights and measuring an observed variable must be greater than 0.3 (Nguyen, 2013)

(3) CFA (Confirmatory Factor Analysis): Factors affirm that the CFA is

conducted when standardized weights are greater than 0.5 and other important indicators meet the following requirements: the CMIN/DF index is less than 2; the GFI index is between 0.8 and 0.9; two CFI and TLI indicators are greater than 0.9; the RMSEA index

is less than 0.03; and the PCLOSE index is greater than 0.05 to determine the appropriate model (Doll, Xia, & Torkzadeh, 1994; Homburg & Baumgartner, 1995; Hu

data-& Bentler, 1999; Joseph data-& Newman, 2010) Not only that, but we must also meet the

requirement that the CR (Composite Reliability) be greater than 0.7, the convergent value expressed by the AVE (Average Variance Extracted) be greater than 0.5, the distinguished value expressed by MSV (Maximum Shared Variance) be less than AVE, and SQRTAVE (Square Root of AVE) be greater than Inter - Construct Correlations

(Fornell & Larcker, 1981)

(4) Using the SEM (Structural Equation Modeling), test the model fit and research hypotheses: To analyze the SEM model, use the Maximum Likelihood

rational estimation method A SE-Bias model must not be statistically significant (p < 0.05) between bootstrap estimates and Maximum Likelihood estimates, and all critical ratios must be less than 1.96 As a result, we perform bootstrap estimates with a sample

count of 254 Finally, there is a conclusion regarding the model's and research hypotheses' suitability

3.4 Sample selection method

3.4.1 Choose research sample

The research question is based on an overview of previous theories and the distinct characteristics of the UEH University area in Ho Chi Minh City Moreover, the research investigates the effects of authentic leadership on member’s engagement and the work performance of the Clubs' work at UEH University

Because of the Covid-19 situation, the group chose the sample based on the online survey quota method, namely the social networking use of the surveyed subjects Choose elements for samples from members of UEH University's Clubs (those who work in UEH Clubs are primarily) To obtain a representative sample, the questionnaire

is distributed to students' friends and those who work in the UEH Club

3.4.2 Research sample size

The sample size must be at least 50 based on the purpose of the study, the importance of the work, the duration of the study, and the analysis of the EFA discovery factor, and the minimum measurement variable/observation ratio is 5:1 (Hair, 2009) Because there were 38 measurement variables in the study, the minimum sample size was 190 The sample group chose 300 students from UEH clubs as participants in this study Because of the Covid-19 epidemic, the survey method was chosen as a convenient sample selection method in the form of an online survey, that is, the random selection

of students from the UEH club to survey until the number of surveyors reached 300 Following that, the survey slips will be checked, and any that are not suitable will be removed, ensuring that the sample size is 250 Then, confirm that the unit in the sample

is correct for the study subject

CHAPTER 4: RESULTS AND DISCUSSION

4.1 Participant’s profile

A prerequisite for conducting a parametric statistical analysis is to test certain presumptions before looking at the connections between the factors as well as what is required for the research survey:

Table 4 - 1 Demographic profile of respondents

Cong tac vien Club (CTV) 5 2,0

Students’ Group of Finance Research (SFR)

Securities Club of University of Economics (SCUE)

Time

(Source: Authors’ calculations)

The total number of surveys dispersed was 350 copies The total number of surveys collected is 335 copies, of which 254 are satisfactory, so the sample size of this study is 254 The sample frame for this study includes students from UEH's club

The total number of surveys received was 335, showing a response rate of 95.7% among the 350 potential students who belonged to the clubs the team intended to distribute the survey However, 81 responses were received that contained a significant portion of the data missing and were identified as outliers Therefore, these responses were removed from subsequent analysis, leaving a total of 254 usable responses with a final response rate of 72.6% for this survey analysis

Gender: According to the results of the gender survey, the proportion of females

is higher, with 141 females (55.5%) and 113 males (44.5%), respectively

Course: From 2019 to 2021, most UEH undergraduate students will be enrolled

in courses K45, K46, and K47 According to survey results, the number of K45 and K46 participating in the survey accounted for a relatively high proportion of 47.2% and 40.2%, respectively The engagement rate is lower, at 12.6 percent, because K47 students have limited access to scientific research

Department: The authors discovered through the survey that the number of clubs participating in UEH's departments is increasing and growing, indicating that the club's activities attract many students from many subjects and departments Department of Management, International Business - Marketing accounted for the majority of the survey with 28% and 13.4%, respectively

Status: For the hypothetical case study in the survey, the participant must decide whether he has ever attended or is currently participating in the school's club to be recognized as a valid survey form The surveys that do not participate in the club will

be brought to the thank you information that our team has prepared in advance to increase the persuasiveness of the research paper Through the survey, 112 students (44.1%) have ever participated and 142 students (55.9%) who are currently participating

in the club In addition, the authors also analyze the number of students participating or ever participating in 30 clubs of UEH, and their club participation time is mostly similar when the difference is not large at 26.0%, 23.2%, 19.3%, 20.1, respectively On the contrary, the percentage of students who joined the club for more than two years is two times lower (11.4%) than the students who joined the club for less than two years

Position: According to the statistical results, most surveyed students belong to the position of 154 members (60.6%) and club collaborators with 63 people (24.8%) In addition to the group author also recognizes the positions of the executive board team leader/vice leader of UEH school clubs

Assessment impact: The authors noted the results of the assessment of the club's impact on the students in a positive direction, accounting for 81.9%, which is overwhelmingly high compared to the negative side of 2.0%

4.2 The result of Cronbach's Alpha Reliability Analysis

The scale of all variables has Cronbach's Alpha reliability coefficient greater than 0.6 The results also show that all the observed variables simultaneously give the total correlation coefficient higher than 0.3 Only variable DE1 in the Dedication group has

a total correlation coefficient of less than 0.3; DE1 is excluded from the Dedication scale Thus, after testing the reliability of Cronbach's Alpha, the scale corresponds to 37 observed variables, including 16 observed independent variables, 13 intermediate observed variables, and eight dependently observed variables, all of which ware reliability was included in the EFA The Cronbach's Alpha reliability test results of the scale are presented in Table 4 – 2

Table 4 - 2 The result of Cronbach’s Alpha Reliability Analysis

Constructs Scale Mean if

Item Deleted

Scale Variance if Item Deleted

Corrected Item-Total Correlation

Cronbach's Alpha if Item Deleted

Self – awareness SA Cronbach’s Alpha = 0,896

(Source: Authors’ calculations)

4.3 The results of Exploratory Factor Analysis EFA

The Principal Axis Factory extraction method combined with the Promax perpendicular rotation yields a KMO coefficient of 0.910, greater than 0.5, indicating that factor analysis is appropriate for the research data The measurement variable type process for conducting the exploratory factor analysis EFA of the study was carried out

by eliminating observational variables with factor loading less than 0.5 in the Communalities and Matrix Pattern tables or the difference between weights less than 0.3 and the observation variable is still isolated in one factor or uploaded to many different groups of factors After the analysis, one observed variable, WP1, was deleted (see Appendix B) The remaining factors’ Cronbach's Alpha coefficient are all greater than 0.6, and the adjusted total correlation coefficient is greater than 0.3, indicating they are all satisfactory after eliminating the observed variables due to EFA analysis

Table 4 - 3 The result of KMO and Bartlett's Test

After eliminating the bad variables, the remaining 36 observational variables were again included in the factor analysis THIS TIME, the EFA analysis meets the requirements in all criteria and yields eight factors with factor loading greater than 0,5, Eigenvalue = 1,120, and total variance explains 60,817% of the variation of data, the remaining 39,183% is other factors that cannot be extracted The results of Bartlett's Test have a significance level of less than 0,5 (Sig < 0,5), so the measurement variables correlate in each group of factors The final EFA factor analysis results are presented in Table 4 – 4

Table 4 - 4 The result of Exploratory Factor Analysis EFA

(Source: Authors’ calculations)

4.4 The results of Confirmatory Factor Analysis CFA

The data in Tables 4 – 4 are then put into Confirmatory Factor Analysis (CFA)

to establish appropriate measurement models, which are then utilized as input for testing the linear structural model at the next step

The results of the Comfirmatory Factor Analysis CFA with 36 observed variables retained all satisfied the standardization weighting requirement greater than 0.5 indicating that the model was consistent with the data In addition, important indicators are satisfactory: CMIN/df = 1,266 < 3; GFI = 0.868 in the range of 0.8 - 0.9 CFI = 0.971, TLI = 0.968 all > 0.9; RMSEA = 0.032 < 0.06; PCLOSE = 1,000 > 0.05 This shows that the corrective model is all at a good level and has a fairly high practical significance

Table 4 - 5 The results of confirmatory factor analysis CFA

Figure 4 - 1 The results of confirmatory factor analysis CFA

(Source: Authors’ calculations)

4.5 Hypothesis testing using Structural Equation Modeling (SEM)

The results of testing the relationship between three factors show that the criteria are satisfactory and compatible with market data, including: CMIN/df = 1,325, GFI = 0,864, CFI = 0,964, TLI = 0,961, RMSEA = 0,035 and PCLOSE = 1,000 The regression coefficients between the factors "Authentic Leadership", "Work Performance" and