BackgroundLeaders play vital role in organization to accomplish organizational goals and establish healthy working environment. This study addresses the effect of authentic leadership on employees’ communal relationship and organizational citizenship behavior (OCB). In addition, this research also examines how procedural justice augments the effect of authentic leadership on both aforementioned employees’ behavioral outcomes.Materials and methodsUsing a cross-sectional design, data were collected from 425 employees working in banking sector of Pakistan. It was hypothesized that authentic leadership would positively predict employees’ communal relationship and OCB. Furthermore, we also assumed that procedural justice will strengthen the relationship between authentic leadership, both behavioral outcomes, that is, employees’ communal relationship and OCB.ResultsAnalyses reveal that authentic leadership positively predicts employees’ communal relationship and OCB. In addition, procedural justice was found to positively moderate the effect of authentic leadership on employees’ communal relationship and OCB.ConclusionTo our knowledge, this is the first study to investigate the relationships among authentic leadership, procedural justice, communal relationship, and OCBs in the South Asian context. This is the first study to report the moderating role of procedural justice in the relationship between authentic leadership and communal relationship and OCB. The practical implications of study findings and direction for future research are discussed.

This study examined whether and why authentic leadership predicts followers' performance. We hypothesized that authentic leadership predicts followers' learning goal orientation (goal to develop and improve), which, in turn, predicts followers' in-role and (civic virtue) extra-role performance. A multilevel, multisource, time-lagged study, conducted in telecommunications companies in Pakistan, among 115 supervisors and 345 reports supported indirect relations between authentic leadership and (1) follower in-role and (2) extra-role performance (civic virtue) mediated by followers' learning goal orientation.

Abstract. This study sought to examine whether and why authentic leadership predicts followers’ in-role performance and did so in a four-wave, multi-level, multi-source field study conducted in the banking sector in Pakistan. Working from the notion that authentic leadership fosters followers’ focus on developing their true self; we suggest authentic leadership predicts followers’ learning goal orientation. Given that learning goal orientation strongly impacts on how people approach and experience their work, in turn, we expected that learning goal orientation determines followers’ work engagement, and their in-role performance. Results indicated learning goal orientation mediated the relationship between authentic leadership and (a) follower performance and (b) work engagement.

Purpose The purpose of this paper is to test whether managers’ political skill is relevant for employees’ authentic leadership perceptions. Political influence theory assumes that political tactics seek to affect others’ interpretations of a person or situation. Thus, what matters for employees’ perceptions of their manager’s authentic leadership may be whether the manager actively seeks to show behavior that can be interpreted as authentic leadership. Combining political influence theory and gender stereotypes research, it is further suggested that manager gender moderates the employees’ interpretation of political influence attempts that are ambiguous. Design/methodology/approach Managers (n=156; 49.5 percent female) completed measures of their political skill. Employees (n=427; 39.1 percent female) completed measures of the manager’s authentic leadership. Findings Managers’ apparent sincerity was positively related to employees’ perceptions of managers’ authentic leadership; managers’ networking ability was negatively related to employees’ perceptions of female managers’ authentic leadership, but not of male managers. Research limitations/implications The methodology does not allow claims about causality. Originality/value Findings add knowledge of authentic leadership, such as difficulties that female managers face, and show the value of a fine-grained approach to political skill. Female managers should be aware that networking might have disadvantageous side effects. Conversely, sincere behavior attempts seem favorable for authentic leadership perceptions.

This study seeks to test whether employee learning goal orientation, due to its prompting of work goal‐related thoughts at home (problem‐solving rumination), is associated with lower detachment from work during non‐work time (and higher work creativity). For learning goal‐oriented employees, the goal to achieve work‐related improvements is chronically cognitively accessible. Moreover, highly accessible work goals could become more frequently activated at home when cues about work tasks permeate the boundaries of the home role. Accordingly, we further hypothesized that the link between learning goal orientation and problem‐solving rumination (and indirectly detachment and creativity) is stronger for individuals with weaker “role segmentation.” A time‐lagged study among 300 employees supported our predictions: learning goal orientation, via problem‐solving rumination, predicted psychological detachment (and creativity), and these direct and indirect relationships were stronger when role segmentation was weaker. The results of this study imply that those highly motivated and strongly contributing LGO employees may also be most vulnerable and may benefit from proper boundary management.