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Congruence of leader self-perceptions and follower perceptions of authentic leadership: Understanding what authentic leadership is and how it enhances employees’ job satisfaction

Author

Listed:
  • Matej ÄŒerne

    (The Centre of Excellence for Biosensors, Instrumentation, and Process Control, Slovenia
    Faculty of Economics, University of Ljubljana, Slovenia)

  • Vlado Dimovski

    (Faculty of Economics, University of Ljubljana, Slovenia)

  • Miha MariÄ

    (Faculty of Organizational Sciences, University of Maribor, Slovenia)

  • Sandra Penger

    (Faculty of Economics, University of Ljubljana, Slovenia)

  • Miha Å kerlavaj

    (Faculty of Economics, University of Ljubljana, Slovenia
    The Centre of Excellence for Biosensors, Instrumentation, and Process Control, Slovenia
    BI Norwegian Business School, Norway)

Abstract

We propose and empirically test a multilevel model of cross-level interactions between leader self-perceptions (team level) and follower perceptions of authentic leadership on job satisfaction. Data from 24 supervisors and 171 team members were used. Applying hierarchical linear modelling, we found that follower perceptions of authentic leadership predict employee job satisfaction. We also found support for the interaction effect of leader self-perceptions and follower perceptions of authentic leadership in predicting job satisfaction, integrating the leader- and follower-centric perspectives of authentic leadership. Polynomial regression analysis further supported the fact that the congruence between leader self-perceptions and follower perceptions of authentic leadership is beneficial and that both need to be present at high levels to produce the most beneficial results in terms of followers’ job satisfaction.

Suggested Citation

  • Matej ÄŒerne & Vlado Dimovski & Miha MariÄ & Sandra Penger & Miha Å kerlavaj, 2014. "Congruence of leader self-perceptions and follower perceptions of authentic leadership: Understanding what authentic leadership is and how it enhances employees’ job satisfaction," Australian Journal of Management, Australian School of Business, vol. 39(3), pages 453-471, August.
    • Handle: RePEc:sae:ausman:v:39:y:2014:i:3:p:453-471
    DOI: 10.1177/0312896213503665
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    References listed on IDEAS

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    1. Edwards, Jeffrey R., 1994. "The Study of Congruence in Organizational Behavior Research: Critique and a Proposed Alternative," Organizational Behavior and Human Decision Processes, Elsevier, vol. 58(1), pages 51-100, April.
    2. Fields, Dail L., 2007. "Determinants of Follower Perceptions of a Leader's Authenticity and Integrity," European Management Journal, Elsevier, vol. 25(3), pages 195-206, June.
    3. Unknown, 2005. "Forward," 2005 Conference: Slovenia in the EU - Challenges for Agriculture, Food Science and Rural Affairs, November 10-11, 2005, Moravske Toplice, Slovenia 183804, Slovenian Association of Agricultural Economists (DAES).
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    Cited by:

    1. 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.
    2. Ozlem Uzunsaf Yamak & Serife Zihni Eyupoglu, 2021. "Authentic Leadership and Service Innovative Behavior: Mediating Role of Proactive Personality," SAGE Open, , vol. 11(1), pages 21582440219, January.
    3. Jake M. Laguador & Everlyn A. De Castro & Lucila M. Portugal, 2015. "Employees’ Organizational Satisfaction and Its Relationship with Customer Satisfaction Measurement of an Asian Academic Institution," Quarterly Journal of Business Studies, Research Academy of Social Sciences, vol. 1(3), pages 83-93.
    4. 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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