Publication Date

Fall 2020

Advisor(s) - Committee Chair

Antony D. Norman (Director), Brenda Dawson-Edwards, and Patricia Jordan

Degree Program

Department of Educational Administration, Leadership, and Research

Degree Type

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