The Interactive Effect of Authentic Leadership and Leader Competency on Followers’ Job Performance: The Mediating Role of Work Engagement

Document Type

Article

Source of Publication

Journal of Business Ethics

Publication Date

12-1-2018

Abstract

© 2016, Springer Science+Business Media Dordrecht. The effect of authentic leadership and leader competency on employee job performance has received growing attention in the past decades; however, few studies have simultaneously integrated these two leadership perspectives. We have thus developed a mediated moderation model to test the interactive effect of authentic leadership and competency on followers’ job performance through work engagement. Based on a sample of 248 subordinate–supervisor pairs, hierarchical regression analyses reveal that (1) authentic leadership positively relates to followers’ task performance and organizational citizenship behavior (OCB); (2) leader competency moderates the relationship between authentic leadership and OCB; (3) and followers’ work engagement mediates the main effect of authentic leadership and the interactive effect of authentic leadership and competency on followers’ task performance and OCB. All the three results are consistent with our hypotheses.

ISSN

0167-4544

Publisher

Springer Netherlands

Volume

153

Issue

3

First Page

763

Last Page

773

Disciplines

Business

Keywords

Authentic leadership, Leader competency, OCB, Task performance, Work engagement

Scopus ID

84994718656

Indexed in Scopus

yes

Open Access

no

Link to Full Text

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