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Journal of Business Ethics

Erschienen in:

01.05.2012

Authentic Leadership: An Empirical Test of Its Antecedents, Consequences, and Mediating Mechanisms

verfasst von: Claudia Peus, Jenny Sarah Wesche, Bernhard Streicher, Susanne Braun, Dieter Frey

Erschienen in: Journal of Business Ethics | Ausgabe 3/2012

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Abstract

The recent economic crisis as well as other disasters such as the oil spill in the Gulf of Mexico or the nuclear disaster in Japan has fanned calls for leaders who do not deny responsibility, hide information, and deceive others, but rather lead with authenticity and integrity. In this article, we empirically investigate the concept of authentic leadership. Specifically, we examine the antecedents and individual as well as group-level outcomes of authentic leadership in business (Study 1; n = 306) as well as research organizations (Study 2; n = 105). Findings reveal leader self-knowledge and self-consistency as antecedents of authentic leadership and followers’ satisfaction with supervisor, organizational commitment, and extra-effort as well as perceived team effectiveness as outcomes. The relations between authentic leadership and followers’ work-related attitudes as well as perceived team effectiveness are mediated by perceived predictability of the leader, a particular facet of trust. We discuss the implications of our findings for theory and practice and provide suggestions for advancing theory and research on authentic leadership in the future.

Vorheriger Artikel Ethical Decision Making: Special or No Different?

Nächster Artikel Authentic Leadership and Employee Voice Behavior: A Multi-Level Psychological Process

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Titel: Authentic Leadership: An Empirical Test of Its Antecedents, Consequences, and Mediating Mechanisms
verfasst von: Claudia Peus
Jenny Sarah Wesche
Bernhard Streicher
Susanne Braun
Dieter Frey
Publikationsdatum: 01.05.2012
Verlag: Springer Netherlands
Erschienen in: Journal of Business Ethics / Ausgabe 3/2012
Print ISSN: 0167-4544
Elektronische ISSN: 1573-0697
DOI: https://doi.org/10.1007/s10551-011-1042-3

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