Believability and Trust Foundation of Credible Leadership: Duality of Competence and Character as Persuasive Antecedents

Authors

  • Chimakati Fredrick Mutsoli Pan African Christian University

DOI:

https://doi.org/10.53819/81018102t3111

Abstract

This qualitative study examined how credible leadership manifested itself through the dual dimensions of competence and character, drawing on in-depth interviews with three prominent community leaders: a County Assembly Member, a local Chief, and a Pastor. Drawing on Social Exchange Theory and Authentic Leadership Theory, the study looked at how leaders established and maintained credibility by consistently demonstrating both professional excellence and moral integrity in their leadership practices. The study took a phenomenological approach to leadership credibility, using semi-structured interviews and thematic analysis to understand the lived experiences of leaders who had successfully maintained credibility across diverse stakeholder groups. The study's methodology included rigorous data collection through 90-minute interviews with each participant, followed by systematic thematic analysis to identify patterns in leadership credibility development and maintenance. The results of the study revealed five major themes: the foundational interplay between competence and character in establishing leadership credibility; strategic approaches to building and maintaining trust through transparent communication and authentic relationship building; the importance of navigating credibility challenges while maintaining ethical standards; the critical role of cultural sensitivity and community engagement in leadership effectiveness; and These insights significantly improved our understanding of how leaders could effectively integrate professional capability and moral character to establish long-term credibility in contemporary organisational contexts. The study had practical implications for leadership development programs and provided valuable guidance for aspiring leaders looking to establish and maintain credibility across a variety of organisational environments.

Keywords: Believability, Trust, Credible Leadership, Competence, Character

Author Biography

Chimakati Fredrick Mutsoli , Pan African Christian University

PhD Student, Pan Africa Christian University

References

Adler, R. (2021). Leadership insights: Strategic and ethical practices in organizational contexts. Leadership Studies Press.

Andrews, K. (2017). Leadership credibility: Building trust in diverse organizational settings. Journal of Leadership Studies, 12(2), 34–49.

Angana, J. (2021). Mentorship and ethics: Developing credible leadership in corrupt environments. Journal of Leadership and Governance, 8(3), 100–115.

Athota, V., & Malik, S. (2019). Emotional intelligence and leadership effectiveness: A review. Leadership & Organization Development Journal, 40(3), 231–247.

Atiku, S. O., Fields, S., & Hurst, B. (2023). Leadership competence and moral integrity: Foundations of credible governance. Journal of Leadership Excellence, 5(2), 89–102.

Avelino, F., Pel, B., & Wittmayer, J. (2022). Transformative leadership in diverse cultural settings. Global Leadership Review, 15(1), 56–68. https://doi.org/10.1016/j.leaqua.2005.03.001

Avolio, B. J., & Gardner, W. L. (2005). Authentic leadership development: Getting to the root of positive forms of leadership. The Leadership Quarterly, 16(3), 315–338. https://doi.org/10.1146/annurev.psych.60.110707.163621

Avolio, B. J., Gardner, W. L., & Walumbwa, F. O. (2004). Unlocking the mask: A look at the process by which authentic leaders impact follower attitudes and behaviors. The Leadership Quarterly, 15(6), 801–823.

Avolio, B. J., Walumbwa, F. O., & Weber, T. J. (2020). Leadership models and organizational effectiveness. Annual Review of Psychology, 60(1), 421–449.

Blau, P. M. (1964). Exchange and power in social life. Wiley.

Bongomin, G. O., Munene, J. C., & Mwesigwa, R. (2020). Change management competencies in transformative leadership. International Journal of Organizational Change, 14(2), 12–23.

Brown, M. E., & Treviño, L. K. (2020). Ethical leadership: A review and future directions. Leadership Quarterly, 19(6), 595–616. https://doi.org/10.1016/j.leaqua.2006.10.004

Carmeli, A., Tishler, A., & Edmondson, A. C. (2019). Behavioral dynamics in team performance. Journal of Management, 35(4), 735–756.

Chen, L., & Sriphon, T. (2022). Cross-cultural competence in global leadership. Leadership & Global Studies, 7(1), 28–40.

Ciulla, J. B. (2020). The importance of leadership ethics. Oxford University Press.

Clark, T. R., Johnson, W., & Rivera, R. (2023). Building leadership believability: Insights from organizational practices. Journal of Leadership and Organizational Development, 18(4), 102–118.

Cropanzano, R., & Mitchell, M. S. (2005). Social exchange theory: An interdisciplinary review. Journal of Management, 31(6), 874–900. https://doi.org/10.1177/0149206305279602

Cropanzano, R., Rupp, D. E., & Byrne, Z. S. (2017). The relationship between social exchange and organizational justice. Annual Review of Psychology, 60(1), 425–445.

Emerson, R. M. (1976). Social exchange theory. Annual Review of Sociology, 2(1), 335–362. https://doi.org/10.1146/annurev.so.02.080176.002003

Eva, N., Robin, M., Sendjaya, S., van Dierendonck, D., & Liden, R. C. (2019). Servant leadership and its impact on organizational outcomes. Journal of Business Ethics, 20(5), 431–451.

Feltman, C. (2024). Digital literacy as a dimension of leadership competence. Journal of Technological Leadership, 10(2), 15–28.

Gardner, W. L., Avolio, B. J., & Walumbwa, F. O. (2005). Authentic leadership theory and practice: Origins, effects, and development. The Leadership Quarterly, 16(3), 315–338. https://doi.org/10.1016/j.leaqua.2005.03.001

Gardner, W. L., Cogliser, C. C., & Davis, K. M. (2021). Authentic leadership: A review and synthesis. The Leadership Quarterly, 22(6), 1120–1145. https://doi.org/10.1016/j.leaqua.2011.09.007

George, B. (2003). Authentic leadership: Rediscovering the secrets to creating lasting value. Jossey-Bass.

Gotsis, G., & Grimani, K. (2016). Diversity as an aspect of effective leadership. International Journal of Leadership Studies, 11(1), 1–20.

Hannah, S. T., & Avolio, B. J. (2011). Leadership effectiveness in ethical decision-making. The Leadership Quarterly, 22(3), 431–449. https://doi.org/10.1016/j.leaqua.2011.07.016

Ilies, R., Morgeson, F. P., & Nahrgang, J. D. (2005). Authentic leadership and employee well-being. The Leadership Quarterly, 16(3), 315–338. https://doi.org/10.1016/j.leaqua.2005.03.002

Jakobsen, M., Johansen, S. H., & Andersen, T. J. (2022). Strategic leadership in dynamic environments. Journal of Organizational Studies, 22(1), 50–67.

Jenkins, G., & Credle Jr, J. (2021). Building leadership trust in organizational settings. International Journal of Leadership Development, 19(3), 67–81.

Johnson, C. E. (2020). Meeting the ethical challenges of leadership: Casting light or shadow. SAGE Publications.

Kamau, J., & Oginde, C. (2022). Leadership competence in dynamic environments. Journal of Strategic Leadership, 10(1), 25–38.

Kelly, R. J. (2023). Digital transformation in leadership practices. Leadership and Technology Journal, 5(3), 10–20.

Kolzow, D. R. (2014). Leading from within: Building organizational leadership. iUniverse.

Kouzes, J. M., & Posner, B. Z. (2021). The leadership challenge: How to make extraordinary things happen in organizations. Jossey-Bass.

Larson, C. L., & Murtadha, K. (2002). Leadership for social justice. Educational Administration Quarterly, 38(2), 134–161. https://doi.org/10.1111/j.1744-7984.2002.tb00007.x

Luthans, F., & Avolio, B. J. (2003). Authentic leadership development. Positive Organizational Scholarship, 11(3), 241–258.

Maxwell, J. C. (2020). Leadership: Promising practices for organizational success. HarperCollins Leadership.

Mburu, D. N. (2020). Global leadership competencies in multicultural organizations. International Leadership Journal, 15(1), 20–35.

Ramnund-Mansingh, R., & Naidoo, S. (2023). Ethical leadership practices in building credibility. Journal of Business Ethics, 55(2), 200–215.

Rotberg, R. I. (2012). Leadership for sustainable development. International Leadership Studies, 12(4), 50–67.

Seijts, G. H., Gandz, J., & Crossan, M. M. (2015). Leadership character and its role in organizational success. Leadership & Organization Development Journal, 36(8), 893–909.

Shapiro, J. P., & Stefkovich, J. A. (2020). Ethical leadership in organizational settings. International Journal of Leadership Studies, 18(1), 12–25.

Shore, L. M., Tetrick, L. E., & Taylor, M. S. (2020). The reciprocal nature of leadership exchanges. Journal of Leadership Studies, 15(1), 21–36. https://doi.org/10.1002/jls.21774

Sturm, R. E., Vera, D., & Crossan, M. M. (2017). Leadership competence and dynamic organizational adaptation. Organizational Studies Quarterly, 30(2), 215–230.

Thakadipuram, T. (2024). Ethical frameworks in leadership practice. Leadership Quarterly, 18(4), 150–175.

Van Dierendonck, D., & Patterson, K. (2014). Servant leadership: A review and synthesis. Journal of Leadership Studies, 8(2), 123–137.

Walumbwa, F. O., Avolio, B. J., & Hartnell, C. A. (2020). Authentic leadership: A review. The Leadership Quarterly, 21(5), 901–913.

https://doi.org/10.1016/j.leaqua.2010.07.015

Williams, A., Thomas, B., & Reed, C. (2023). Leadership credibility in dynamic business environments. Organizational Dynamics, 22(3), 112–134.

Downloads

Published

2024-12-10

How to Cite

Chimakati, F. M. (2024). Believability and Trust Foundation of Credible Leadership: Duality of Competence and Character as Persuasive Antecedents. Journal of Human Resource & Leadership, 8(5), 84–102. https://doi.org/10.53819/81018102t3111

Issue

Section

Articles