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A Multi-level Investigation of Authentic Leadership as an Antecedent of Helping Behavior

Author

Listed:
  • Giles Hirst

    (Australian National University)

  • Fred Walumbwa

    (Florida International University)

  • Samuel Aryee

    (Kings College)

  • Ivan Butarbutar

    (Monash University)

  • Chin Jeffery Hui Chen

    (Taiwan Customs)

Abstract

We develop and test a trickle-down model of how authentic leadership at the department level flows down the organizational hierarchy to encourage team leader authentic leadership and consequently, promotes team and individual-level supervisor-directed helping behavior. Analyses of multi-level and multi-source data collected from a total of 487 employees comprising 122 teams, 47 departments, and 4 different working areas of a major public sector organization in Taiwan show that team leaders’ authentic leadership mediates the relationship between departmental authentic leadership and individual-level leader–member exchange (LMX). We also found that intra-team trust completely mediates the influence of team authentic leadership on both team helping behavior and individual-level supervisor-directed helping behavior. Finally, the results reveal that self-concordance mediates the influence of team authentic leadership on individual-level supervisor helping behavior as well as the influence of individual-level LMX on individual-level supervisor-directed helping behavior. Theoretical and practical implications of these findings are discussed.

Suggested Citation

  • Giles Hirst & Fred Walumbwa & Samuel Aryee & Ivan Butarbutar & Chin Jeffery Hui Chen, 2016. "A Multi-level Investigation of Authentic Leadership as an Antecedent of Helping Behavior," Journal of Business Ethics, Springer, vol. 139(3), pages 485-499, December.
    • Handle: RePEc:kap:jbuset:v:139:y:2016:i:3:d:10.1007_s10551-015-2580-x
    DOI: 10.1007/s10551-015-2580-x
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    References listed on IDEAS

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    Cited by:

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    2. Amlan Haque & Mario Fernando & Peter Caputi, 2019. "The Relationship Between Responsible Leadership and Organisational Commitment and the Mediating Effect of Employee Turnover Intentions: An Empirical Study with Australian Employees," Journal of Business Ethics, Springer, vol. 156(3), pages 759-774, May.
    3. Chang-E Liu & Shengxian Yu & Yahui Chen & Wei He, 2020. "Supervision Incivility and Employee Psychological Safety in the Workplace," IJERPH, MDPI, vol. 17(3), pages 1-14, January.
    4. Lin, Shen-Yang & Hirst, Giles & Wu, Chia-Huei & Lee, Cynthia & Wu, Wen & Chang, Chia-Chi, 2023. "When anything less than perfect isn’t good enough: How parental and supervisor perfectionistic expectations determine fear of failure and employee creativity," Journal of Business Research, Elsevier, vol. 154(C).
    5. Seyyed Babak Alavi, 2024. "The Making of an Authentic Leader’s Internalized Moral Perspective: The Role of Internalized Ethical Philosophies in the Development of Authentic Leaders’ Moral Identity," Journal of Business Ethics, Springer, vol. 190(1), pages 77-92, February.
    6. Yuanmei Elly Qu & Marie T. Dasborough & Mi Zhou & Gergana Todorova, 2019. "Should Authentic Leaders Value Power? A Study of Leaders’ Values and Perceived Value Congruence," Journal of Business Ethics, Springer, vol. 156(4), pages 1027-1044, June.

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