Authentic Leadership and Team Members’ Outcomes: A Cross-level and Multi-level Analysis

Abstract

This study considers the multi-level research design to build on the Conservation of Resource (COR) theory to help develop a model that links authentic leadership to followers’ outcomes. Though previous studies have examined the direct effect of leadership and followers’ outcome at the individual level, findings of the impact of authentic leadership at the cross-level and multi-level are limited. Consistent with our hypotheses, the findings of the study, from a sample of 547 dyads from the financial sector in India, revealed that authentic leadership has a significant impact on authentic followership and team-level work engagement. The cross-level analysis indicated that 8.4 per cent of the variance in authentic followership is attributable to authentic leadership at the team level. Likewise, the multi-level analysis revealed that 9.4 per cent of the variance at work engagement between the teams is attributable to authentic leadership. Theoretical and managerial implications are discussed further JEL: M12

Multi-level effects of authentic leadership on self-actualization at work – the mediating roles of authentic followership and basic psychological need satisfaction

“…Furthermore, recent studies suggested a favourable association regarding authentic leadership and authentic followership (Burak et al, 2020;Zilwa, 2016;Du Plessis & Boshoff, 2018). These results underscore the significance of both authentic leadership and followership in influencing organizational outcomes (Leroy et al, 2015;Nair et al, 2022;Song et al, 2020). For example, Zilwa (2016) found authentic followership to promote confidence of team members.…”

“…Additionally, authentic leadership may assist in building strong leader follower relationships by fostering trust and mutual respect. In this vein, relationships between authentic leaders and followers were associated with followers' BPNS as well as followers' performance (Leroy et al, 2015;Nair et al, 2022).…”

Authentic followership in Madurese Public Organization: The role of authentic leadership

“…This alignment of values fosters a strong commitment and dedication among followers who identify and support the organization's mission. When there is value alignment, the working relationship between leaders and followers will occur effectively and efficiently [23][24][25][26].…”

A cross-cultural comparison of work engagement in the relationships between trust climate – Job performance and turnover intention: Focusing China and Pakistan

“…Antecedents associated with WE encompass credible leadership [ 16 ], artificial intelligence [ 17 ], need for achievement [ 18 ], authentic leadership [ 19 ], organizational justice [ 20 ], fringe benefits [ 21 ], workaholism [ 22 ], and organizational tenure [ 23 ]. From this vantage, extant literature has evidenced that job resources (such as job control, supervisory coaching, social support, and performance feedback) and personal resources (e.g., optimism and self-efficacy) are pivotal in driving WE due to their inherent motivational properties [ 24 ].…”