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Authentic Leaders Promoting Store Performance: The Mediating Roles of Virtuousness and Potency

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  • Arménio Rego

    ()

  • Dálcio Reis Júnior

    ()

  • Miguel Pina e Cunha

    ()

Abstract

Sixty-eight stores of a retail chain were used for testing a model in which perceived authentic leadership (AL) predicts stores’ sales achievement through the mediating role of perceived store virtuousness and perceived store potency. Employees reported AL, store virtuousness, and store potency. Sales achievement over a period of four consecutive months subsequent to data collection (on independent and mediating variables) was considered as dependent variable (for control: sales achievement in the previous 4 months). The main findings are the following: (a) AL predicts store potency through the mediating role of store virtuousness; (b) store virtuousness predicts sales achievement through the mediating role of store potency; (c) AL predicts sales achievement via the mediating role of both store virtuousness and store potency. By focusing on three positive constructs, whose interrelations have scarcely been explored, and relating them to store performance, the study enriches the Positive Organizational Scholarship movement, and suggests that AL and virtuousness are good in themselves and also potential facilitators of group success. Copyright Springer Science+Business Media Dordrecht 2015

Suggested Citation

  • Arménio Rego & Dálcio Reis Júnior & Miguel Pina e Cunha, 2015. "Authentic Leaders Promoting Store Performance: The Mediating Roles of Virtuousness and Potency," Journal of Business Ethics, Springer, vol. 128(3), pages 617-634, May.
  • Handle: RePEc:kap:jbuset:v:128:y:2015:i:3:p:617-634
    DOI: 10.1007/s10551-014-2125-8
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    References listed on IDEAS

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    1. Rego, Arménio & Sousa, Filipa & Marques, Carla & Cunha, Miguel Pina e, 2012. "Authentic leadership promoting employees' psychological capital and creativity," Journal of Business Research, Elsevier, vol. 65(3), pages 429-437.
    2. Michael Palanski & Surinder Kahai & Francis Yammarino, 2011. "Team Virtues and Performance: An Examination of Transparency, Behavioral Integrity, and Trust," Journal of Business Ethics, Springer, vol. 99(2), pages 201-216, March.
    3. Hannes Leroy & Michael Palanski & Tony Simons, 2012. "Authentic Leadership and Behavioral Integrity as Drivers of Follower Commitment and Performance," Journal of Business Ethics, Springer, vol. 107(3), pages 255-264, May.
    4. Ad de Jong & Ko de Ruyter & Martin Wetzels, 2005. "Antecedents and Consequences of Group Potency: A Study of Self-Managing Service Teams," Management Science, INFORMS, vol. 51(11), pages 1610-1625, November.
    5. Hsin-Hua Hsiung, 2012. "Authentic Leadership and Employee Voice Behavior: A Multi-Level Psychological Process," Journal of Business Ethics, Springer, vol. 107(3), pages 349-361, May.
    6. Arménio Rego & Neuza Ribeiro & Miguel Cunha, 2010. "Perceptions of Organizational Virtuousness and Happiness as Predictors of Organizational Citizenship Behaviors," Journal of Business Ethics, Springer, vol. 93(2), pages 215-235, May.
    7. Rego, Arménio & Sousa, Filipa & Marques, Carla & Pina e Cunha, Miguel, 2014. "Hope and positive affect mediating the authentic leadership and creativity relationship," Journal of Business Research, Elsevier, vol. 67(2), pages 200-210.
    8. Claudia Peus & Jenny Wesche & Bernhard Streicher & Susanne Braun & Dieter Frey, 2012. "Authentic Leadership: An Empirical Test of Its Antecedents, Consequences, and Mediating Mechanisms," Journal of Business Ethics, Springer, vol. 107(3), pages 331-348, May.
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    1. repec:kap:jbuset:v:148:y:2018:i:4:d:10.1007_s10551-015-2987-4 is not listed on IDEAS
    2. repec:kap:jbuset:v:147:y:2018:i:4:d:10.1007_s10551-017-3505-7 is not listed on IDEAS

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