The Interactive Effect of Authentic Leadership and Leader Competency on Followers’ Job Performance: The Mediating Role of Work Engagement
Source of Publication
Journal of Business Ethics
© 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.
Authentic leadership, Leader competency, OCB, Task performance, Work engagement
Wei, Feng; Li, Yi; Zhang, Yi; and Liu, Shubo, "The Interactive Effect of Authentic Leadership and Leader Competency on Followers’ Job Performance: The Mediating Role of Work Engagement" (2018). All Works. 3498.
Indexed in Scopus