From Individuals to Institutions: Exploring Antecedents of Authentic Leadership in Pakistani Business Schools

Abstract

This study explores the antecedents of Authentic Leadership (AL) within the unique socio-cultural and institutional context of Pakistani business schools. Drawing on qualitative data from semi-structured interviews with deans, directors, and heads of departments, the research identifies both personal and organizational factors that foster AL. Key personal antecedents include leader authentic personality, ethical sensibility, self-reflective capacity, and mindfulness, which collectively shape leaders’ authenticity and ethical orientation. Organizational antecedents such as meaningful work, supportive environments, and ethically aligned policies and procedures further enhance the practice of AL. The findings underscore that AL in Pakistan’s academic institutions is deeply influenced by cultural specificities, including collectivist orientations and relational harmony, which shape distinctive leadership practices. The study contributes theoretically by contextualizing AL within a non-Western academic setting and practically by offering strategies for fostering ethical and authentic leadership in higher education.

Keywords: Authentic Leadership, Business Schools, Ethical Sensibility, Self-Reflection, Mindfulness, Meaningful Work, Supportive Environment, Organizational Policies, Pakistan