1. Exploring the relationship between Authentic Leadership and Project Outcomes and Job Satisfaction with Information Technology Professionals by Mark A. Fischer 1

2. Background 2

3. (DeLone & McLean, 1992; Petter et al., 2008)
Background
Measuring Information Technology (IT) project success has been a long-term problem
The approach to measuring
IT project success in empirical
studies has seen little improvement
The existence of valid and reliable measure has yet to be developed and consistently applied
(DeLone & McLean, 1992; Petter et al., 2008) 3

4. Background IT project success benchmarks over the years Year Success
Challenged
Failed
2000
28%
49%
23%
2004
29%
53%
18%
2006
35%
46%
19%
2009
32%
44%
24%
(Lin et al., 2013) 4

5. (Woolley, Caza, & Levy, 2011; Avolio & Gardner, 2005; George, 2003)
Background
There is a widespread perception that leadership has reached a state of crisis
Leadership has always been more difficult in challenging times
Popular leadership authors have called for a new type of genuine and values based leadership - authentic leadership
(Woolley, Caza, & Levy, 2011; Avolio & Gardner, 2005; George, 2003) 5

6. (Kutsch, 2007; Müller & Turner, 2007)
Background
Most literature suggests that projects succeed or fail by the measure of a project manager’s ability to meet cost, quality and time objectives
The literature has largely ignored the impact of the project manager, and his/her leadership style and competence, on project success
(Kutsch, 2007; Müller & Turner, 2007) 6

7. (Avolio & Gardner, 2005; Walumbwa et al., 2007; Tonkin, 2013)
Background
Theory suggests that authentic leadership should be positively related to job satisfaction
Literature suggests there is a positive relationship between authentic leadership and job satisfaction
Recent findings suggest authentic leadership has a positive effect on job satisfaction
(Avolio & Gardner, 2005; Walumbwa et al., 2007; Tonkin, 2013) 7

8. Statement of the Problem
The construct of authentic leadership is relatively new and a limited number of empirical studies are available
Studies on the relationship between authentic leadership and IT project outcomes are rare
Job satisfaction has been widely studied, but not in the context of authentic leadership and IT project outcomes 8

9. Purpose of the Study
The purpose of the study is to identify the relationship between technology professionals’ perception of authentic leadership of their leaders, as measured by the Authentic Leadership Questionnaire (ALQ), technology professionals Job Satisfaction, as measured by the Abridged Job Descriptive Index & Job In General Questionnaire (aJDI/aJIG), and Project Outcomes, as measured by the Project Outcomes Assessment Questionnaire (POAQ) from the perspective of the technology professional 9

10. Two Areas of Research Research Area 1 IT Project Outcomes
Quality
Fit for Use
Benefit
Research Area 2
Job Satisfaction
People on Present Job
Work on Present Job
Pay
Opportunities for Promotion
Supervision
Job in General 10

11. IT Project Outcomes Research Question (RQ1)
Is there a relationship between the perceived authentic leadership style (self awareness, rationalized transparency, balanced processing, and internalized moral perspective) of information technology leaders and the quality outcome of technology projects when considering gender, age, management of others, tenure, education, and telecommuting 11

12. IT Project Outcomes Research Question (RQ2)
Is there a relationship between the perceived authentic leadership style (self awareness, rationalized transparency, balanced processing, and internalized moral perspective) of information technology leaders and the fit for use outcome of technology projects when considering gender, age, management of others, tenure, education, and telecommuting 12

13. IT Project Outcomes Research Question (RQ3)
Is there a relationship between the perceived authentic leadership style (self awareness, rationalized transparency, balanced processing, and internalized moral perspective) of information technology leaders and the benefit outcome of technology projects when considering gender, age, management of others, tenure, education, and telecommuting 13

14. Job Satisfaction Research Question (RQ4)
Is there a relationship between the perceived authentic leadership style (self awareness, rationalized transparency, balanced processing, and internalized moral perspective) of information technology leaders and employee job satisfaction with people on present job when considering gender, age, management of others, tenure, education, and telecommuting 14

15. Job Satisfaction Research Question (RQ5)
Is there a relationship between the perceived authentic leadership style (self awareness, rationalized transparency, balanced processing, and internalized moral perspective) of information technology leaders and employee job satisfaction with work on present job when considering gender, age, management of others, tenure, education, and telecommuting 15

16. Job Satisfaction Research Question (RQ6)
Is there a relationship between the perceived authentic leadership style (self awareness, rationalized transparency, balanced processing, and internalized moral perspective) of information technology leaders and employee job satisfaction with pay on present job when considering gender, age, management of others, tenure, education, and telecommuting 16

17. Job Satisfaction Research Question (RQ7)
Is there a relationship between the perceived authentic leadership style (self awareness, rationalized transparency, balanced processing, and internalized moral perspective) of information technology leaders and employee job satisfaction with opportunities for promotion when considering gender, age, management of others, tenure, education, and telecommuting 17

18. Job Satisfaction Research Question (RQ8)
Is there a relationship between the perceived authentic leadership style (self awareness, rationalized transparency, balanced processing, and internalized moral perspective) of information technology leaders and employee job satisfaction with supervision when considering gender, age, management of others, tenure, education, and telecommuting 18

19. Job Satisfaction Research Question (RQ9)
Is there a relationship between the perceived authentic leadership style (self awareness, rationalized transparency, balanced processing, and internalized moral perspective) of information technology leaders and employee job satisfaction with job in general when considering gender, age, management of others, tenure, education, and telecommuting 19

20. Independent Variables
Demographic variables
Gender
Age
Manage Others
Tenure
Education
High School
Associates Degree
Bachelors Degree
Masters Degree
PhD or JD
Technical or Other
Telecommuter
Authentic Leadership
Self-awareness
Rational transparency
Internalized moral perspective
Balanced processing
(at least one day per week) 20

21. Dependent Variables IT Project Outcomes Job Satisfaction Quality
Fit for Use
Benefit
Job Satisfaction
People on Present Job
Work on Present Job
Pay
Opportunities for Promotion
Supervision
Job in General 21

22. Summary of Literature Review
Leadership
(+) Job performance
(+) Project success
(+) Job satisfaction
Gender
Male (transactional)
Female (transformational)
Age
Younger (transactional)
Older (transformational)
Education
Higher (transformational)
Job Performance
(+ & -) Age
(-) Tenure
Job Satisfaction
(+) Age
(+ & -) Gender
(+) Tenure
(+ & -) Telecommute
(+) Pay 22

23. Methodology 23

24. Methodology
IT professionals assessed the Authentic Leadership style of their leaders
Authentic Leadership Questionnaire (ALQ)
IT professionals assessed their own Job Satisfaction
Abridged Job Descriptive Index (aJDI)
Abridged Job In General Index (aJIG)
IT professionals assessed the outcomes of recent information technology projects
Project Outcomes Assessment Questionnaire
IT professionals answered
Demographic Questionnaire 24

25. Sample
Information technology professionals (N = 153) who work for a very large regional grocery chain were surveyed at an annual all-hands meeting
Participants completed a survey instrument that consists of a demographic survey, an authentic leadership questionnaire, a job satisfaction questionnaire, and a project outcomes questionnaire 25

26. Instrumentation 26

27. Instruments Demographic Survey
Authentic Leadership Questionnaire (ALQ)
Abridged Job Descriptive Index & Job In General Questionnaire (aJDI/aJIG)
Project Outcomes Assessment Questionnaire (POAQ) 27

28. Demographic Survey
Instrument created by the study investigator to collect employee demographics
Gender (Male or Female)
Age (Years)
Manage Others (Yes or No)
Tenure (Years)
Education (Level)
Telecommuter (Yes or No) 28

29. Authentic Leadership Questionnaire (ALQ)
Instrument for measuring authentic leadership
16 items measuring
Self awareness – 4 items
Rational transparency – 5 items
Internalized moral perspective – 4 items
Balanced processing – 3 items
Internal consistency
self-awareness .73
relational transparency .77
internalized moral perspective .73
balanced processing .70
Scale
0 = Not at all
1 = Once in a while
2 = Sometimes
3 = Fairly often
4 = Frequently, if not always
(Walumbwa et al., 2007) 29

30. Abridged Job Descriptive Index & Job In General Questionnaire (aJDI/aJIG)
Instrument to measure the construct of job satisfaction with Cronbach’s coefficient alpha reliability level
Work - .90
Pay - .88
Promotion - .91
Supervision - .92
Coworker - .92
The JIG measure is a distinct aspect of job satisfaction
Job in General - .92
Note:
aJDI contains 30 items instead of 72 in the full version
aJiG contains 8 items instead of 18 in the full version
Scale
Y for “Yes”
N for “No”
? For “?” if you cannot decide
(Brodke et al., 2009) 30

31. POAQ Survey Development Face Validity
Gathered team of 10 IT experts to review models and brainstorm
All experts were coworkers of the researcher
Years of experience in IT range 10 to 25+ years
IT disciplines: architecture, project management, software development, service management, and customer support
Four sub-scales with multiple items each
System Quality (31 items)
Fit For Use (22 items)
Overall Benefit (21 items)
User Satisfaction (24 items)
Face validity established through
literature review and expert panel 31

32. POAQ Survey Development Content Validity
Semi-structured interviews with 10 IT experts
Items reduced
Quality (17 items)
Fit For Use (15 items)
Benefit (15 items)
Satisfaction (18 items)
Content validity established through
semi-structured interviews 32

33. POAQ Survey Development Pilot Results
Piloted survey with 10 subjects
Variance in responses was reviewed by researcher and committee
Items further reduced
Quality (10 items)
Fit For Use (7 items)
Benefit (9 items)
Satisfaction (4 items)
Note: Satisfaction removed due to low variance in responses
Scale
1 = Strongly Disagree
2 = Disagree
3 = Agree
4 = Strongly Agree 33

34. Research Design Two Areas or Research:
Research Area 1 – IT Project Outcomes
Research Area 2 – Job Satisfaction
Descriptive statistics
Correlation
Multiple Regression
t-tests
ANOVA
All statistics are p < .05 error rate 34