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

Author

Listed:
  • Feng Wei

    (Tongji University)

  • Yi Li

    (Shanghai University)

  • Yi Zhang

    (Zayed University)

  • Shubo Liu

    (Central University of Finance and Economics)

Abstract

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.

Suggested Citation

  • Feng Wei & Yi Li & Yi Zhang & Shubo Liu, 2018. "The Interactive Effect of Authentic Leadership and Leader Competency on Followers’ Job Performance: The Mediating Role of Work Engagement," Journal of Business Ethics, Springer, vol. 153(3), pages 763-773, December.
    • Handle: RePEc:kap:jbuset:v:153:y:2018:i:3:d:10.1007_s10551-016-3379-0
    DOI: 10.1007/s10551-016-3379-0
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    References listed on IDEAS

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    1. Wilmar Schaufeli & Marisa Salanova & Vicente González-romá & Arnold Bakker, 2002. "The Measurement of Engagement and Burnout: A Two Sample Confirmatory Factor Analytic Approach," Journal of Happiness Studies, Springer, vol. 3(1), pages 71-92, March.
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    4. 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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    Cited by:

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    2. Yucheng Zhang & Yongxing Guo & Meng Zhang & Shan Xu & Xin Liu & Alexander Newman, 2022. "Antecedents and outcomes of authentic leadership across culture: A meta-analytic review," Asia Pacific Journal of Management, Springer, vol. 39(4), pages 1399-1435, December.
    3. Filiz Tabak & Aharon Tziner & Or Shkoler & Edna Rabenu, 2021. "The Complexity of Heavy Work Investment (HWI): A Conceptual Integration and Review of Antecedents, Dimensions, and Outcomes," Sustainability, MDPI, vol. 13(14), pages 1-16, July.
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    5. Seyed Armin Mirhosseini & Reza Kiani Mavi & Neda Kiani Mavi & Behzad Abbasnejad & Farzaneh Rayani, 2020. "Interrelations among Leadership Competencies of BIM Leaders: A Fuzzy DEMATEL-ANP Approach," Sustainability, MDPI, vol. 12(18), pages 1-30, September.
    6. Tomasz Gigol, 2020. "Influence of Authentic Leadership on Unethical Pro-Organizational Behavior: The Intermediate Role of Work Engagement," Sustainability, MDPI, vol. 12(3), pages 1-14, February.
    7. Iwona Posadzinska & Urszula Slupska & Robert Karaszewski, 2020. "The Attitudes and Actions of the Superior and the Participative Management Style," European Research Studies Journal, European Research Studies Journal, vol. 0(Special 1), pages 488-501.
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