Title:
The Effect of Authentic Leadership on Openness to Change with Organizational Trust as a Mediating Variable

Authors:
Nara Ria Haq, Asri Laksmi Riani, Indonesia

Abstract:

The world is full of destruction, and much change is needed for organizations to survive conditions full of volatility, uncertainty, complexity, and ambiguity. Changes that are not accompanied by an employee's openness in accepting the change will prevent the change from failing. Leadership is also essential in the process of change. This research aims to understand the extent of the impact of leadership roles, in particular authentic Leadership, on openness to change and organizational trust. This research takes the object of research in the government sector. The respondents analyzed 181 civil servants Central Bureau of Statistics (Regency, city, and Province) of Jambi Province. Data is collected from questionnaires distributed via email and social media. The findings show a link between significant and positive authentic Leadership affecting openness to change and organizational trust. Meanwhile, organizational trust has proven to significantly mediate the relationship of authentic Leadership with openness to change. The conclusions of this study of the four hypotheses built four were significantly supported and positively influenced. The limitation of this research is only within the scope of the province of Jambi, and further research can be done at the national level.

DOI: https://doi.org/10.51505/IJEBMR.2023.7510