Authentic Leadership: An Empirical Test of Its Antecedents, Consequences, and Mediating Mechanisms

By Claudia Peus, Jenny S. Wesche, Bernhard Streicher, Susanne Braun, Dieter Frey. Journal of Business Ethics, 2011

380 citations recorded by the source corpus.

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 extra-effort 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.

Subfields: Organizational Behavior and Human Resource Management, Social Psychology, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/fe12667454d3b78419153832228171cb7b7fb55f

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Citations in the corpus

Growing Followers: Exploring the Effects of Leader Humility on Follower Self‐Expansion, Self‐Efficacy, and Performance (2018, neutral): “individual-level variable to match the analysis with the theory (Liao and Chuang, 2007; Peus et al., 2012; Piccolo and Colquitt, 2006; Vecchio et al., 2010; Wang and Cheng, 2010; Wang and Howell, 2010).”
Authentic leadership and leaders' mental well-being: An experience sampling study (2017, background): “…has demonstrated that authentic leadership is indeed associated with several beneficial outcomes for followers such as organizational commitment (Peus et al., 2012), and work http://dx.doi.org/10.1016/j.leaqua.2017.05.007 Received 31 May 2016; Received in revised form 14 May 2017; Accepted 24…”
Servant Versus Authentic Leadership (2017, background): “In comparison with authentic leaders, who create a trust climate through moral character and positive psychology (Dirks & Ferrin, 2002; Peus et al., 2012), servant leaders do so through both personal traits such as integrity and dependability and practical leader behaviors such as concern, support, ”
An Investigation of Authentic Leadership’s Individual and Group Influences on Follower Responses (2018, neutral): “…Pillai, Deptula, & Lowe 2012 Voice Wong et al., 2010 Yagil & Medler-Liraz, 2014 Hsiung, 2012 Feedback seeking Qian, Lin, & Chen, 2012 Extra effort Peus et al., 2012 Organization citizenship behavior Cottrill et al., 2014 Shapira-Lishchinsky & Tsemach, in press Song & Seomun, 2014 Walumbwa et…”
How Does Authentic Leadership Influence Planned Organizational Change? The Role of Employees’ Perceptions: Integration of Theory of Planned Behavior and Lewin's Three Step Model (2017, background): “Structural model. and monetary scams, for example, gamut of Axact, Enron, Worldcom and Martha Stewart that have led scholars to believe in developing a theory which emphasizes on moral person as well as moral manager (Andreoli & Lefkowitz, 2009; Peus et al., 2012; Treviño et al., 2014).”
Effects of trust and psychological contract violation on authentic leadership and organizational deviance (2013, background): “For example, authentic leadership is a significant predictor of job satisfaction and organizational commitment (Walumbwa et al., 2008) and satisfaction with one’s supervisor (Peus et al., 2012).”