Exploring the impact of authentic leadership on smart organizations: the moderating role of improvisational capabilities

This study investigates the impact of authentic leadership on smart organizations and examines the moderating role of improvisational capabilities in this relationship. Specifically, it explores the influence of the four core dimensions of authentic leadership: self-awareness, relational transparency, internalized moral perspective, and balanced processing. A quantitative research approach was adopted, utilizing a structured questionnaire. Data were collected from 317 employees working at various organizational levels (directors, managers, team leaders and experts) across the three major telecommunications companies in Jordan (Zain, Orange, and Umniah). Regression and moderation analyses were conducted using SPSS and PROCESS Macro. The findings reveal that authentic leadership and its dimensions significantly influence smart organizations. Additionally, improvisational capabilities positively moderate this relationship, enhancing the impact of authentic leadership on organizational adaptability and innovation. This study is among the first to explore the role of authentic leadership in shaping smart organizations within the Jordanian telecommunications sector. It contributes to the leadership and organizational intelligence literature by integrating improvisational capabilities as a key moderator in the leadership–smart organization relationship. Organizations should not only focus on developing authentic leadership qualities, such as transparency and ethical decision-making, but also invest in training programs that enhance employees’ adaptability, creativity, and problem-solving skills.