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Authentic Leadership: An Empirical Test of Its Antecedents, Consequences, and Mediating Mechanisms
Ist Teil von
Journal of business ethics, 2012-05, Vol.107 (3), p.331-348
Ort / Verlag
Dordrecht: Springer
Erscheinungsjahr
2012
Link zum Volltext
Quelle
PAIS Index
Beschreibungen/Notizen
The recent economic crisis as well as other disasters such as the oil spill in the Gulf of Mexico or the nuclear disaster in Japan has fanned calls for leaders who do not deny responsibility, hide information, and deceive others, but rather lead with authenticity and integrity. In this article, we empirically investigate the concept of authentic leadership. Specifically, we examine the antecedents and individual as well as group-level outcomes of authentic leadership in business (Study 1 ; n = 306) as well as research organizations (Study 2; n = 105). Findings reveal leader self-knowledge and self-consistency as antecedents of authentic leadership and followers' satisfaction with supervisor, organizational commitment, and extraeffort as well as perceived team effectiveness as outcomes. The relations between authentic leadership and followers' work-related attitudes as well as perceived team effectiveness are mediated by perceived predictability of the leader, a particular facet of trust. We discuss the implications of our findings for theory and practice and provide suggestions for advancing theory and research on authentic leadership in the future.