**Author details**

Moonjoo Kim

Third, this study has significance in that it determined the pure effects of authentic leadership after controlling for the effects of transformational leadership and ethical leadership, both of which are known to have positive effects on performance in prior leadership studies. This implies that the true pursuit of happiness for employees can be boosted by authentic leaders.

Fourth, individualism and collectivism, which were added to control for individual dispositions, show positive effects on employees' well-being. It is true that individualism and collectivism are regarded as two conflicting concepts at opposite ends of the spectrum; however, this finding implies that the arguments claiming to regard these concepts on two different axes [46] can also be persuasive. In the sense that both individualism and collectivism can be high, it seems that individualism, which is shown in a situation where autonomy and independence are emphasized, and collectivism, regarding collective norms and the achievement of harmony,

Based on the results, managers in organizations must think once again about leadership training that has focused on behavioral approaches for the purpose of short-term performance [47]. In this regard, they must reconsider the issue of authenticity instead. In other words, because authentic leadership deals with the fundamental issues of other leadership styles, it seems important to turn leadership training that has focused on leadership skills and short-term performance into training programs that nurture individual authenticity and constantly develop the qualities that leaders need through self-awareness. A leader's authenticity not only boosts employees' understanding of the meaning of life; it also serves as a crucial factor that generates positive emotions in this mentally vulnerable era. In addition, it is important to create an environment where team members are not divided but are united and team-oriented when performing their tasks, especially in the real world where a team's performance indicates an organization's performance. This relational cohesion can increase hedonic well-being in a

First, this study conducted a survey of employees working in manufacturing businesses, financial firms, and public enterprises that are typical of Korea; however, additional research must be conducted on a greater number of employees from more diverse industries in order

Second, this study considered the time interval required for a display of leadership by conducting a survey on relational cohesion and well-being variables from the same employees 2 weeks after measuring authentic leadership. The aim was to reduce common method bias, which is recently emerging as a significant methodological issue. However, this approach was limited because the analysis was conducted only on the employees' responses. It seems necessary to conduct a multilevel analysis by also asking the team leaders about the outcome variables or moderating variables when analyzing the team leaders' leadership effects.

Finally, the following suggestions can be made in order to overcome the foregoing limitations

and determine the possibility of authentic leadership in Korean organizations.

both increase psychological well-being.

206 Leadership

**5.2. Limitations and future research**

to generalize the results.

way that cannot be achieved solely by authentic leadership.

This study has the following limitations in terms of empirical research.

Address all correspondence to: kimmoonjoo@ewha.ac.kr

Ewha School of Business, Ewha Womans University, Seoul, Korea
