Deconstructing Dimensions of Authentic Strategic Leadership of State-Owned Enterprises in Malawi: A Literature Analysis

There is a paucity of research on authentic leadership (AL) of top-level executives, especially in state-owned enterprises (SOEs). The objective of this conceptual paper is to review the extant models of AL and propose a new and comprehensive framework of the dimensions of authentic strategic leadership (ASL) in leading SOEs in Malawi. A background literature review on authenticity and AL was conducted in several peer-reviewed journals to identify the conceptual foundation and nature of authenticity, AL, and dimensions, revealing different and interrelated aspects of AL in the existing models. Six key dimensions of ASL of SOEs in Malawi are connecting the authenticity of self and organization to strategic direction; building organizational, resilience, strategic authenticity, the iterative and authentic influence of internal and external stakeholders, and the collaborative and transparent drive of positive; change and producing direction, alignment, and commitment (DAC). A new framework of ASL is proposed to influence diverse stakeholders to achieve DAC in a SOE in Malawi. Researchers are implored to test and validate the conceptual framework of ASL to enhance its explanatory power.