The Mediation Process of Authentic Leadership：The Mediation effect of Subordinate Psychological Authenticity
Date Issued
2015
Date
2015
Author(s)
Chen, Wei-Cheng
Abstract
In the past, researchers about authentic leadership (AL) often investigated leader identification mechanism, which omitted subordinates’ self-concept development. In addition, at the beginning of construction of AL scale, scholars didn’t measured realistic job performance. In order to answer these research questions, first, this study investigates the mediation effect of subordinates’ psychological authenticity: a self-focused influential process. Second, we probe into the relationships between subordinates’ self-development and their work engagement and their performance behavior. Third, we clarify the real effect of AL on subordinates’ performance. Forth, we discuss the moderation effect of value congruence on social model learning. According to the data outcome, AL indeed can promote subordinates’ self-concept development via social learning, which in turn affect subordinates’ psychological authenticity and lead to work engagement, finally influence subordinates’ job performance and creative performance. In this process, value congruence displays an interesting moderation effect. Besides, both psychological authenticity and work engagement can positively predict subordinates’ job performance and creative performance. The self-concept perspective of AL theory elucidates the possibility of subordinates’ self-development.
Subjects
authentic leadership
psychological authenticity
work engagement
job performance
creative performance
value congruence
Type
thesis
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