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

Matej ÄŒerne, Vlado Dimovski, Miha MariÄ, Sandra Penger and Miha Å Kerlavaj
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Matej ÄŒerne: The Centre of Excellence for Biosensors, Instrumentation, and Process Control, 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

Australian Journal of Management, 2014, vol. 39, issue 3, 453-471

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.

Keywords: Authentic leadership; follower perceptions; hierarchical linear modelling; job satisfaction; leader self-perceptions; polynomial regression analysis (search for similar items in EconPapers)
Date: 2014
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Citations: View citations in EconPapers (4)

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Persistent link: https://EconPapers.repec.org/RePEc:sae:ausman:v:39:y:2014:i:3:p:453-471

DOI: 10.1177/0312896213503665

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