Graduate School of Business


Doctor of Business Administration (DBA)


Kimberly Johnson


Authentic Leadership, Local Government, Confidence, Trust




This research study established the current issue of low authentic leadership in business as a known issue that has contributed to lower confidence in leadership throughout various organizations. The study aimed to investigate the relationship between authentic leadership and confidence in leadership in a medium to large size department of a local government located in the Commonwealth of Virginia. To achieve this aim, the researcher adopted a descriptive and diagnostic analytical approach. The sample of the study consisted of 207 participants, consisting of positions consistent with regular positions within local government. The researcher used two survey instruments to achieve the aim of the study. The first instrument was the Authentic Leadership Questionnaire, which consisted of 16 questions, and the second instrument was the Leadership Efficacy Questionnaire, which consisted of 22 items. The literature review, theoretical framework, and research methods established a foundation for answering the research questions "To what extent, if any, is there a relationship between authentic leadership and confidence in overall organizational leadership within local government?” and “To what extent, if any, is there a difference in the relationship between authentic leadership assessment scores and lower confidence in leadership between direct supervisors and indirect supervisors within local government?" Further analysis of the findings of the research could be expanded to better understand authentic leadership theory and the impact on the public sector, particularly local government.

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