Bridging the Gap between Authentic Leadership and Employees Communal Relationships through Trust

Sadaf Iqbal, Tahir Farid, Muhammad Khalil Khan, Qionghon Zhang, Amira Khattak and Jianhong Ma
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Sadaf Iqbal: Department of Applied Psychology and Behavioral Science, Zhejiang University, 866 Yuhangtang Road, Hangzhou 310058, China
Tahir Farid: Department of Applied Psychology and Behavioral Science, Zhejiang University, 866 Yuhangtang Road, Hangzhou 310058, China
Muhammad Khalil Khan: College of Media and International Culture, Zhejiang University, 866 Yuhangtang Road, Hangzhou 310058, China
Qionghon Zhang: Department of Applied Psychology and Behavioral Science, Zhejiang University, 866 Yuhangtang Road, Hangzhou 310058, China
Amira Khattak: Department of Marketing, Prince Sultan University, P.O. Box 66833, Riyadh 11586, Saudi Arabia
Jianhong Ma: Department of Applied Psychology and Behavioral Science, Zhejiang University, 866 Yuhangtang Road, Hangzhou 310058, China

IJERPH, 2019, vol. 17, issue 1, 1-14

Abstract: Authentic leadership has emerged as a positive relational-leadership approach that has gained the attention of academicians and practitioners by stimulating a healthy work environment. This study examined the direct influence of authentic leadership on employees’ communal relationships. In addition, the study examined the mediating role of affective- and cognitive-based trust on these relationships. We adopted a cross-sectional study design and collected data from 200 employees working in the private banking sector in Pakistan. The findings indicated that authentic leadership was positively correlated with communal employee relationships. In addition, both affective- and cognitive-based trust were found to have a positive mediating effect on the relationship between authentic leadership and communal employee relationships. The practical implications, limitations and suggestions for future research are discussed.

Keywords: authentic leadership; affective-based trust; cognitive-based trust; communal relationship; banking sector; Pakistan (search for similar items in EconPapers)
JEL-codes: I I1 I3 Q Q5 (search for similar items in EconPapers)
Date: 2019
References: View references in EconPapers View complete reference list from CitEc
Citations: View citations in EconPapers (1)

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