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

HỒ CHÍ MINHBÁO 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 PERFORMAN

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 engagementand work performance: researching club membership at UEH University The maingoal of the study was to determine the impact of authentic leadership on workperformance as well as engagement among tribal members at UEH University and tomake recommendations that could help leaders, the executive boards of the clubincreases the efficiency of work and engagement among the members of its club.

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

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

(2) Quantitative research method: The authors designed and implemented with the goal ofverifying the reliability and value of scales using Cronbach's alpha trust coefficient method, EFA exploratoryfactor analysis, CFA confirmation factor analysis and SEM structural equation modeling analysis (The authorsconducted an online survey of members of the school club UEH University with the number of questionnairesgenerated is 350 copies, earning 335 copies of which 300 are satisfactory, the authors use the statistical tooldescribing spss Q-Q plot to filter highly dispersed values, 254 useful questionnaires are put into processing andanalysis) The authors used IBM SPSS 20 and IBM AMOS 20 processing software to be able to processstatistical data

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 Figure 3 - 1. Research process

Figure 4 - 1. The results of confirmatory factor analysis CFA

Figure 4 - 2. The results of the analysis of the Structural Equation Modeling SEM

Figure 4 - 3. Results of research model

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 thiseconomy is the law of competition With the globalization of the economy, Vietnampresently 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 humanunderstanding and move forward our country's position within the world market.Nevertheless, there are numerous challenges we confront: the economy is destitute, inreverse; 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, andunderstudies are people who are taught and teaching with technical information whilesitting in a school chair Despite that, the information that understudies learn in alesson will continuously be hypothetical without an environment that invites theapplications of understudies The Club within the College is one of the places whereunderstudies 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 shouldersand sharpen their scholarly information and abilities

Understudies who connect the club can move forward in all zones and exchangeand secure numerous critical aptitudes that can utilize in learning, communication,behavior, issue tackling, physical preparing, and so on Not as it were that, but clubspermit understudies to endeavor and come up short, picking up involvement sometimerecently 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 theworld's beat 1000 best trade schools, with an estimate of more than 30000understudies With the blazes of financial matters understudies, UEHers is greatly glad

of UEH with a different extracurricular working environment, and understudies areintensely energetic, excited, and continually learning

Subsequently, clubs' appearance may be a potential play area for youthfulindividuals 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 theFaculty/Institute with numerous modern and appealing shapes of activities.

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

According to Avolio and Walumbwa (2006), clubs with authentic leadersprovide an open environment in which members of the organization may accessinformation, resources, and support and have equal opportunities to learn and grow

As a result, increasing the engagement and efficiency of club members' workbecomes a major priority for the club's executives A authentic leader's optimisticattitude creates positive feelings among people who serve the organization, whichtranslates into higher engagement and compromise with the task while alsocontributing to improved performance and increased involvement among members ofthe organization

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

to prevent unhappiness—Club directors' lack of passion for club activities and theirlack of a feeling of responsibility So, comparable to earlier research, we apply manyalterations to the demonstrated structure to examine the impact of authentic leadership

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

1.2 Research problem

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

1.3 Research objectives and research questions

1.3.1 Research objectives

To investigate the effects of Authentic Leadership on the Engagement andWork Performance of club members at UEH University, the following research goalsshould be fulfilled:

- Assess the model for investigating the effects of authentic leadership on the

engagement and work performance of members

- Evaluate the influence of authentic leadership on the engagement and work

performance of UEH University club members

- Determine the degree of engagement and and work performance of the clubs atUEH University and provide ideas to improve the executives' Authentic Leadership to promote theengagement and work performance of the members

authors only conducted the survey online through the social networking site Facebookand the Messenger application.

Study period: The investigation will be conducted from November 2021 toFebruary 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 gatheringUse by studying existing scientific research on the issue and inferring researchmodels, creating questions and scales for those questions

Phase 2: Quantitative analysis

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

The author applied IBM SPSS 20 and IBM AMOS 20 statistical dataprocessing software, as well as the following tools: CA (Cronbach's Alpha ReliabilityCoefficient); 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 theinfluence of Authentic Leadership on the Employee Engagement and WorkPerformance of the organization and its members

1.6.2 Practical significanceFor UEH University Clubs: The study's findings will serve as the foundation fordetermining 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'sexecutives of the activity

From there, there are methods to alter the leadership to promote member

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

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

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

For commerce organizations: May be a reference for trademanagement/management boards to audit and organize exercises within theundertaking to cultivate and prepare actual authority capacity for administration at alllevels and representatives with yearnings and potential to expect administrationpositions within the future

nghiên cứu cũng như ý nghĩa nghiên cứu của đề tài

In this chapter, the author will present the reasons for selecting the topic,research problems, research objectives, research questions, subjects, the scope ofresearch, 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 thatindicate the relationship of authentic leadership to employee engagement and workperformance that previous research papers published in Vietnam and across the worldhave tackled the author's study problem: Impact of Authentic Leadership on EmployeeEngagement 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, theresearch hypotheses drawn from the theoretical basis overview, and empiricalevidence The author will then introduce the research model and describe the variablesused in the study Then, using IBM SPSS 20 and IBM AMOS 20 statistical dataprocessing software with the following tools: CA (Cronbach's Alpha ReliabilityCoefficient); 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 toolslisted above The author processed the data, generated the findings, and described thecorrelation between the variables

Chapter 5: Conclusion and managerial implications

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

CHAPTER 2: LITERATURE REVIEW AND THEORETICAL

in this manner measure how the impact of the new leadership materially on employeeengagement with the organization by gender differences in old income age how the number ofjob transfers and other jobs has an impact

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

In 2017, Tri & Ut (2017), with research: "The impact of leadership variables on theexecution of respectful workers of specialized offices in Soc Trang province," pointed out theimpact of 6 administration components (including (1) Manage by exception - proactiveadministration, (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 studiesHassan & Ahmed's study (2011) advance states that authentic leaders illustrate a highlevel of judgment have a profound sense of reason and commitment to their core values As aresult, 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 authenticleadership 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 beliefsubordinates’ level of work engagement while also acting as a mediation factor in therelationship between authentic leadership and job engagement.

Various studies have shown that true leaders can positively influence employee overallperformance, and this will drive an organizational environment to become more positivewhere 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 absentdeceptive behaviors and center on investigating, understanding, as well as shaping newconcepts of the structure of authenticity and authentic leadership The results show thatauthenticity builds a genuine leader and affects and advances certain positive mental variables

of subordinates Interestingly, once leaders become authentic, they can make a difference insubordinates’ performance

2.1.3 Research gapsBased 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, theauthor created a research model in order to cover the relationship between the authenticleadership style and the performance of subordinates through the roundabout impact of thecohesive 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, thecritical portion of the Student Union organization, to bolster the determination of complexand 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 tothe requirements of understudies, making an environment for understudies with

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

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

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

to "stay genuine to yourself." Other than that, this is often too one of the conceptsdeveloping within the field of brain research in later times (Seligman, 2002)

Thus, Walumbwa et al (2008) defined that authenticity is one's personalexperiences It can be personal thoughts, feelings, needs, preferences or beliefs aboutsomething being right; at the same time, authenticity also helps us to seizeopportunities in a timely manner and give appropriate behaviors

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

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

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

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

According to Ilies, Morgeson, and Nahrgang (2005), authentic leadership has agood impact on both leaders' and followers' self-awareness and positive self-regulationbehaviors, 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 ofassociates who become leaders Authentic leaders remain authentic to themselves, andtheir actions are presented as good behaviors that help colleagues develop into leaders

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

Authentic leaders, based on their moral viewpoints, strengths, and expertise, arefrequently aware of the values of their superiors and subordinates They are said to beconcerned with their integrity and how they enable their subordinates to attaincommon goals

In addition, George, Sims, McLean & Mayer (2007) has described authenticleaders as a person who brings people together on a mission and empowers them tolead, to serve customers while creating value for all their stakeholders

Walumbwa et al (2008) suggested a four-part model that focuses on authenticleadership, including self-awareness, balanced processing, internalized moralperspective, and relational transparency These four dimensions, when combined,constitute the foundation of a philosophy of authentic leadership and objectives, aswell as a deep awareness of who you indeed are

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

2.2.3.1 Self-awareness

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

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

According to Ilies et al (2005), self-awareness entails understanding a person'sinherent 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 afirm foundation for their decisions and actions when they understand themselves andfully know who they are and what they stand for As a result, a self-aware leaderrecognizes himself/ herself own unique talents, knowledge, and experiences and usesself-reflection as a critical tool According to Kernis (2003), self-awareness alsoentails understanding and trusting one's feelings Leaders have a firm foundation fortheir decisions and actions when they understand themselves and fully know who theyare and what they stand for

2.2.3.2 Internalized moral perspective

According to Avolio & Gardner (2005), An internalized moral perspective is aprocess of making a person's motivations, ambitions, and beliefs fully obvious tofollowers through leading by example and exhibiting consistency in things The key tothis component is that the regulatory system is managed from the inside rather thanrelying on external variables or expectations Furthermore, Avolio & Gardner (2005)also argues that an internal moral perspective is based on unity between standardswithin a person and the discipline needed to turn core values into consistent acts As aresult, authentic leaders will say what they want to say based on their own moralbeliefs, and that is what they are honestly thinking Consequently, people will feelconflict or friction between their ideals and organizational obligations Managers haveemployed internal ethical standards and principles to direct their conduct rather thanallowing 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 asauthentic 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 contemplationpaired with external assessments Authentic leaders do not misrepresent, exaggerate, ordisregard the data gathered but rather pay attention to the positive and destructiveelements and leadership

This self-regulating habit refers to an individual's capacity to objectively assessfacts 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 transparentabout 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 allpossibilities of a person's activities being really and openly reported Authentic leadersare honest in exposing their objectives, motives, values, identity, and emotions to theirfollowers, 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 andhonestly Individuals may manage their transparency with others, making this a self-regulating habit When people express their true sentiments, intentions, and inclinationswith 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 relationshipsalso necessitates a willingness to be open to testing and feedback, making it anessential 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 twodecades However, there has been no agreement on the concept of Employee engagêmnt

self-exploitation of organizational members into their work positions; people utilizeand express themselves physically, cognitively, and emotionally in the process offulfilling 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 orunfavorable attitude toward the firm and its leaders are discussed in the emotionalaspect

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

of employee engagement As a result, according to Kahn (1990), engagement involvesdemonstrating psychological and physical cohesion when occupying and fulfillingorganizational positions

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

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

Employee engagement is typically characterized as a spiritual and intellectualcommitment to the organization (Baumark, 2004; Richman, 2006; Shaw, 2005) or anarbitrary 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, asproposed by Kahn (1990), Truss et al (2007) define it simply as "passion for work," apsychological state considered to encompass three aspects of engagement discussed byKahn (1990) and embrace the common theme throughout all of these definitions

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

B Shuck & Wollard (2010) presented a similar concept, specifically for the area ofHuman Resource Development (HRD), based on 159 papers on assessing employee

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

In order to be physically, intellectually, and emotionally involved in theirprofessional duties, employees must be attentive and aware, engaged, and show goodfeelings (Crawford, LePine, & Rich, 2010; Saks, 2006) Overall, these definitionsagree 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 activelyimmersed in their job (Bakker, Schaufeli, Leiter, & Taris, 2008) Most academicsbelieve 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 ofconsistency in one's work

Employee involvement has been proven to correlate with high levels ofinnovation, mission performance, civic conduct, and customer satisfaction in bothpublic 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 andcompetency (Yun, Takeuchi, &Liu, 2007) Employees who attain better levels ofperformance, according to Yun et al (2007), may be perceived more positively byothers, which will fulfill their favorable views

Poor performance, on the other hand, is likely to jeopardize an Employee's goodself-image As a result of their deep connection to their sense of self, engagedemployees 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 ninemeasures that compare worker performance Work efficiency is frequentlymisunderstood in favor of terms like performance and productivity

Previous research has found that differences in salary and bonus allocationstrongly predict work efficiency (Barnes &Morgeson, 2007; Cropanzano, Byrne,Bobocel, & Rupp, 2001), owing to the concept of typical or average work performancegoverning 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 andobtain better outcomes than the original aim Work performance is crucial for any firmsince it may help them get a variety of benefits, including:

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

• Improve operational efficiency: When an enterprise reaches a high level of totaloperating efficiency, operational efficiency, flexibility, suitable application, and market competitiveness allimprove

• 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 bedelighted with your company's efficiency and quality of service Your company's competitive edge willdramatically 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 thecompany always wanted to provide accurate information about their work and abouttheir organization Therefore, if they receive false or inaccurate information, theiremotions will feel frustrated, which in turn leads to a decrease in the engagement atwork 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 andengagement with the organization (May, Chan, Hodges, & Avolio, 2003)

According to Bakker (2011), the setting inside the firm is also a significantcomponent in promoting employee engagement in the workplace One of the mostimportant parts of Authentic Leadership is promoting a clear and open relationshipbetween leaders and employees

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

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

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

Some studies on the behavior of authentic leadership have been conducted, such asCropanzano et al (2001) on the positive impact of authentic leadership on employeeengagement, 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 authenticleaderships 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 theirfollowers' 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 courageaffect 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 innature, their findings suggest that there is, at the very least, a positive relationshipbetween positive emotions and individual performance

Positive emotions should be experienced more frequently by those who aremore 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 ofleaders' optimism on followers' behavior, as well as followers' performance andgrowth, in a future study on authentic leadership

Gardner et al (2005), Ilies et al (2005) both underline how their followers'

performance, impacting the organization's work performance From there, the authorscame 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 workperformance in particular, the organization's executives should now be interested inenhancing the effective management of workers' work through boosting employeeengagement

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

Employee engagement is critical to both an individual's and a company'ssuccess There is a widespread perception that there is a correlation between employeeengagement 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 allreflect the influence of engagement (or non-engagement) An employee who isextremely engaged consistently outperforms expectations (Harter et al., 2002)

Employee engagement has been linked to a range of outcomes, includingdedication, 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 boostperformance (Halbesleben, 2010)

This illustrates that concentrating on employee engagement at work will enablethe individual to display their full potential for the job and, as a result, increase theirresponsibilities 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, therationale is presented based on concepts related to the research topic, such as authenticleadership, subordinate engagement, and personal work performance

Following that, we develop a proposed research model and propose researchhypotheses Due to time constraints, the group foregoes the quantitative research step

in favor of a group discussion process to develop a post-adjustment research scalereferenced by previous authors The surveying and processing of data gathered fromquantitative research, as well as the research topic, will determine the factorsinfluencing individual performance Finally, draw official conclusions and suggestsome 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 researchpapers 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-measurementsurvey data and the auditing of research models

3.2 Measures

The development of a preliminary scale for variables in the author's model isbased on basic theories and scales that are already available from authors who haveconducted studies related to three dimensions (Authentic Leadership, EmployeeEngagement, Work Performance) in the world This preliminary scale is used as thefoundation for quantitative research in order to develop questionnaires for quantitativeresearch Hand-to-hand discussion is used in quantitative research To assess thecustomer's level of consent for all of the observed variables in the scales, the authoremploys 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

Self- I can list my three (Avolio & Club executives canawareness greatest weaknesses Gardner, list my three greatest

I can list my three Walumbwa Club executives cangreatest strengths et al., 2008) list my three greatest

I seek feedback as a Club executives seek

themselves

core values

Other people knowwhere I stand oncontroversial issues.

My morals guide what

I listen very carefully

to the ideas of othersbefore

decisions

transparancy feelings with others

I let others know who

I truly am as a person

I rarely present

“false” front to others

I admit my mistakes toothers

pressure to placeheavy on them

executives stand oncontroversial issues

The moral reasoning IMP4ability of the club's

executives guides

become a leader

Club executives seek BP1

individuals beforemaking a decision

listen carefully to theopinions of thosewho disagree withthem

Club executives do BP3not emphasize my

own point of view at

others

listen very carefully

to the ideas of others

3.2.2 Employee Engagement scale

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

Original scale Sources Adjustable scale Encode

bursting with Bakker, & enthusiastic and

2006)

time

good

and purpose

right away

feelings and are veryinterested in beingcreative at work

I am proud of the You are satisfied with

many challenges

when you work

around you

I get carried away You feel easily

temper while doingthe job

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

Achieves the objectives of the (Goodman You basically achieve the

Meets criteria for performance Svyantek, You meet the criteria for

most tasks related to thejob

Fulfills all the requirements of the Youmeetallthe

responsibilitythan typically responsibilities than you

Appears suitable for a higher- You find yourself fit to

role

handles the task with proficiency competent in all aspects

of the job and can handlethe work competently

Plans and organizes to achieve You plan and organize to

on time

3.3 Study methods

The research method used is a mixed method that is carried out in two stages:

secondary data research and formal quantitative research

3.3.1 Secondary data research methodology

Refer to materials from various sources, such as documents and foreign authorresearch 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 theresearch 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 ofUEH University Club members The data was collected in two months (from 30thNovember 2021 to 30th January 2022) November 30 to December 30, 2021), with 350requests generated, earning 335 copies, of which 300 were satisfactory for surveysubjects, and the authors used the statistical tool to describe the SPSS Q-Q plot to filterout highly dispersed values, 254 useful questionnaires were given Into the processingand 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 testingthe structural model SPSS 20 and AMOS 20 were used to analyze the data Themeasurement model was assessed through exploratory and confirmatory factoranalysis (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 variablegreater than 0.30 According to Nunnally (1994), the scale is only acceptable in terms of reliability when theCronbach'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 thescale 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 Promaxperpendicular 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 begreater than 0.5, and the coefficient used to calculate the number of eigenvalue factorsmust be greater than 1 When the common part of the scale must be larger than theindividual part and the error, the scale is acceptable That is, the total AVE citationmust 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, whilethe weighting on other factors that the variable does not measure must be low As anacceptable value, the weighting of the factor must be greater than 0.5, or the differencebetween 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 greaterthan 0.9; the RMSEA index is less than 0.03; and the PCLOSE index is greater than 0.05 to determine the data-appropriate model (Doll, Xia, & Torkzadeh, 1994; Homburg & Baumgartner, 1995; Hu

& Bentler, 1999; Joseph & 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 Likelihoodestimates, and all critical ratios must be less than 1.96 As a result, we perform bootstrap estimates with a sample

TIEU LUAN MOI download : skknchat123@gmail.com moi nhat

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

3.4 Sample selection method

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

Because of the Covid-19 situation, the group chose the sample based on theonline survey quota method, namely the social networking use of the surveyedsubjects Choose elements for samples from members of UEH University's Clubs(those who work in UEH Clubs are primarily) To obtain a representative sample, thequestionnaire is distributed to students' friends and those who work in the UEH Club

3.4.2 Research sample sizeThe sample size must be at least 50 based on the purpose of the study, theimportance of the work, the duration of the study, and the analysis of the EFAdiscovery factor, and the minimum measurement variable/observation ratio is 5:1.(Hair, 2009) Because there were 38 measurement variables in the study, the minimumsample size was 190 The sample group chose 300 students from UEH clubs asparticipants in this study Because of the Covid-19 epidemic, the survey method waschosen 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 ofsurveyors reached 300 Following that, the survey slips will be checked, and any thatare not suitable will be removed, ensuring that the sample size is 250 Then, confirmthat 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

(SFR)

Economics (SCUE)

(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 offemales 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 andK46 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 K47students have limited access to scientific research

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

Status: For the hypothetical case study in the survey, the participant must decidewhether he has ever attended or is currently participating in the school's club to berecognized as a valid survey form The surveys that do not participate in the club will bebrought to the thank you information that our team has prepared in advance to increasethe persuasiveness of the research paper Through the survey, 112 students (44.1%) haveever participated and 142 students (55.9%) who are currently participating in the club Inaddition, the authors also analyze the number of students participating or everparticipating in 30 clubs of UEH, and their club participation time is mostly similar whenthe 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 tothe 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 boardteam leader/vice leader of UEH school clubs

Assessment impact: The authors noted the results of the assessment of the club'simpact on the students in a positive direction, accounting for 81.9%, which isoverwhelmingly 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

Scale Mean if Scale Corrected Cronbach's Constructs Variance if Item-Total Alpha if Item

Item Deleted

Item Deleted Correlation 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 Promaxperpendicular rotation yields a KMO coefficient of 0.910, greater than 0.5, indicating thatfactor analysis is appropriate for the research data The measurement variable typeprocess for conducting the exploratory factor analysis EFA of the study was carried out byeliminating observational variables with factor loading less than 0.5 in the Communalitiesand Matrix Pattern tables or the difference between weights less than 0.3 and theobservation variable is still isolated in one factor or uploaded to many different groups offactors 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 theadjusted total correlation coefficient is greater than 0.3, indicating they are all satisfactoryafter eliminating the observed variables due to EFA analysis

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

Bartlett’s test Chi-square

dfSig

(Source: Authors’ calculations)