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

Feng Wei (), Yi Li (), Yi Zhang () and Shubo Liu ()
Additional contact information
Feng Wei: Tongji University
Yi Li: Shanghai University
Yi Zhang: Zayed University
Shubo Liu: Central University of Finance and Economics

Journal of Business Ethics, 2018, vol. 153, issue 3, No 10, 763-773

Abstract: 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.

Keywords: Authentic leadership; Work engagement; Task performance; OCB; Leader competency (search for similar items in EconPapers)
Date: 2018
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Citations: View citations in EconPapers (11)

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DOI: 10.1007/s10551-016-3379-0

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