Autentisk ledelse, tillit og følelser under organisatorisk endring: En replikasjonsstudie om norske HR-lederes oppfatning av autentisk ledelse, tillit til leder og følelser under organisatorisk endring

Abstract

This paper is a replication study of Vik & Skeies’ (2021) study “The Impact of Authentic Leadership during Organisational Change Processes”. The paper is a contribution to the research of authentic leadership, trust and emotions in the context of organisational change, and aims to replicate results from Vik & Skeies’ (2021) study. Using explorative study and inductive approach, the study is founded empirically on qualitative research interviews with twelve HRM’s from different businesses in Norway. The results indicate that authentic leadership can lead to increased levels of trust as well as positive emotions for followers during organisational change. The findings also reveal that high levels of trust can prevent negative emotions, whilst low levels of trust can contribute to negative emotions. The findings coincide with most of Vik & Skeies’ (2021) findings and conclusions. The findings may be of particular interest for leaders in Norwegian organisations, and both the theoretical elements as well as the empirical findings, may nurture inspiration for future research within the field.