How authentic leadership influences employee proactivity: the sequential mediating effects of psychological empowerment and core self-evaluations and the moderating role of employee political skill
Jing Zhang (),
Lynda J. Song (),
Yue Wang () and
Guangjian Liu ()
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Jing Zhang: School of Business, Renmin University of China
Lynda J. Song: School of Business, Renmin University of China
Yue Wang: School of Business, Renmin University of China
Guangjian Liu: School of Business, Renmin University of China
Frontiers of Business Research in China, 2018, vol. 12, issue 1, 1-21
Abstract This study aims to examine the relationship between authentic leadership and employee proactive behavior. Based on self-determination theory, we argue that such a relationship is sequentially mediated by psychological empowerment and core self-evaluations. In addition, political skill plays a moderating role in the third stage. These hypotheses are validated by a sample of 65 leaders and 275 subordinates from two private enterprises in mainland China. Results show that authentic leadership (Time 1) influences employees’ proactive behavior (Time 3) through the psychological empowerment (Time 1) and core self-evaluations of employees (Time 2), and the relationship between core self-evaluations and proactive behavior is positively moderated by employees’ political skill. In addition, bootstrapping results also verify the moderating role played by employees’ political skill in the indirect relationship between authentic leadership and proactive behavior through core self-evaluations. Theoretical and managerial implications are further discussed in the light of these findings.
Keywords: Authentic leadership; Psychological empowerment; Core self-evaluations; Proactive behavior; Political skill (search for similar items in EconPapers)
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