Authentic leadership, trust and work engagement

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Examining Structural Relationships between Work Engagement, Organizational Procedural Justice, Knowledge Sharing, and Innovative Work Behavior for Sustainable Organizations (2017, background): “, supervisors/leaders; [28,44,53]) positively influence employees’ work engagement, and hence, it may lead to an increase in positive employee behavior (i.”
Authentic Leadership Perception, Trust in the Leader, and Followers’ Emotions in Organizational Change Processes (2016, background): “Since then, more articles supporting this relation have been published (e.g., Hassan & Ahmed, 2011; Zamahani et al., 2011).”
Leader and follower attachment styles: Implications for authentic leader–follower relationships (2014, methodology): “For instance, confirmatory factor analyses have demonstrated that the four-component model achieves a better fit than alternative models (Hassan & Ahmed, 2011; Neider & Schriesheim, 2011; Walumbwa et al., 2008).”
Inclusive Leadership and Work Engagement: Mediating Roles of Affective Organizational Commitment and Creativity (2015, unknown): “However, few studies, especially empirical ones, have been conducted to examine the impact of specific leadership styles, for example, transformational (Ghadi, Fernando, & Caputi, 2013), authentic (Hassan & Ahmed, 2011), and ethical (Den Hartog & Belschak, 2012), on employee work engagement.”