Generational Diversity: Absenteeism Examined through Perceptions of Organizational Justice and Authentic Leadership
Advisor(s) - Committee Chair
Antony D. Norman (Director), Brenda Dawson-Edwards, and Patricia Jordan
Department of Educational Administration, Leadership, and Research
Doctor of Education
This study explored the impact of authentic leadership (AL) on employee perception of organizational justice and employee propensity to engage in negligible absences—those that could be avoided by the employee but are not. The study sought an understanding into possible differences between the absence behaviors of the Millennial generation and Generation X. Data were collected from 214 participants primarily located in the Midwest United States. Participants were nearly equally distributed between the two target populations. Participants completed a comprehensive, web-based survey comprised of Colquitt’s (2001) Organizational Justice Measure (OJM) and the Walumbwa et al. (2008) Authentic Leadership Questionnaire (ALQ), along with several self-report absence related questions. Results indicated most participants did not engage in negligible absences, with most reporting zero negligible absences during the last six months. A statistically significant relationship was found between authentic leadership and organizational justice, but neither predicted an employee’s propensity to engage in avoidable absences. Further, the Millennial generation and Generation X were relatively similar in their perceptions of their leadership, fairness of their organization, and their lack of engagement in negligible absences.
Human Resources Management | Organizational Behavior and Theory | Other Business
Spencer-Muldrow, Ebony Lisa, "Generational Diversity: Absenteeism Examined through Perceptions of Organizational Justice and Authentic Leadership" (2020). Dissertations. Paper 191.
Human Resources Management Commons, Organizational Behavior and Theory Commons, Other Business Commons