Orientation: The orientation of this study was towards authentic leadership and its influence on workplace trust and organisational citizenship behaviour in the public health care sector.Research purpose: The aim of this study was to investigate the influence of authentic leadership on organisational citizenship behaviour, through workplace trust among public health care employees in South Africa. The objective was to determine whether authentic leadership affects organisational citizenship behaviour through workplace trust (conceptualised as trust in the organisation, immediate supervisor and co-workers).Motivation for the study: Employees in the public health care industry are currently being faced with a demanding work environment which includes a lack of trust in leadership. This necessitated the need to determine whether authentic leadership ultimately leads to extra-role behaviours via workplace trust in its three referents.Research design, approach and method: A quantitative cross-sectional survey design was used with employees the public health care sector in South Africa (N = 633). The Authentic Leadership Inventory, Workplace Trust Survey and Organisational Citizenship Behaviour Scale were administered to these participants.Main findings: The results indicated that authentic leadership has a significant influence on trust in all three referents, namely the organisation, the supervisor and co-workers. Both trust in the organisation and trust in co-workers positively influenced organisational citizenship behaviour. Conversely, authentic leadership did not have a significant influence on organisational citizenship behaviour. Finally, authentic leadership had a significant indirect effect on organisational citizenship behaviour through trust in the organisation and trust in co-workers. Trust in the organisation was found to have the strongest indirect effect on the relationship between authentic leadership and organisational citizenship behaviour.Practical/managerial implications: The main findings suggest that public health care institutions would benefit if leaders are encouraged to be more authentic as this might result in increases in both trust among co-workers and in the organisation. Consequently, employees might be more likely to exert additional effort in their work.Contribution/value-add: Limited empirical evidence exists with regard to the relationship between authentic leadership, workplace trust in its three referents and organisational citizenship behaviour. This study aimed to contribute to the limited number of studies conducted.

Orientation: The orientation of this study was towards authentic leadership and its influence on psychological safety, trust in supervisors and work engagement.Research purpose: The aim of this study was to investigate the influence of authentic leadership on trust in supervisors, psychological safety and work engagement. Another aim was to determine whether trust in supervisors and psychological safety had an indirect effect on the relationship between authentic leadership and work engagement. An additional objective was to determine if authentic leadership indirectly influenced psychological safety through trust in supervisors.Motivation for the study: Globally, businesses are faced with many challenges which may be resolved if leaders are encouraged to be more authentic and employees more engaged. In this study, investigating the role of trust in supervisors and psychological safety on the relationship between authentic leadership and work engagement is emphasised.Research design, approach and method: This study was quantitative in nature and used a cross-sectional survey design. A sample of 244 employees within the South African mining industry completed the Authentic Leadership Inventory, Utrecht Work Engagement Scale, Workplace Trust Survey and Psychological Safety Questionnaire.Main findings: The results indicated that authentic leadership is a significant predictor of both trust in supervisors and psychological safety. This study further found that authentic leadership had a statistically significant indirect effect on work engagement through trust in supervisors.Practical or managerial implications: The main findings suggest that having more authentic leaders in the mining sector could enhance trust in these leaders. Authentic leadership thus plays an important role in creating a positive work environment. This work environment of authenticity and trust could lead to a more engaged workforce.Contribution or value-add: Limited empirical evidence exists with regard to the relationship between authentic leadership, work engagement, psychological safety and trust in supervisors. This is particularly true in the mining sector. This study aimed to contribute to the limited number of studies conducted.

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According to the self-determination theory, individuals' basic psychological needs for autonomy, competence, and relatedness should be satisfied for optimal psychological growth. The satisfaction of these needs seems to vary due to changes in a person's social context, and the outcomes of the satisfaction of these needs also vary along with the needs. Despite several studies investigating daily and weekly variations in need satisfaction and its correlates, no systematic investigation exists. This study aimed to conduct a narrative synthesis of existing quantitative diary studies of basic psychological needs in the work context. We specifically aimed to evaluate if psychological need satisfaction varies daily and weekly and judge whether they vary more daily or weekly. Additionally, we also aimed to review the literature regarding the relations between daily or weekly variations in need satisfaction and its assumed antecedents and outcomes. We included peer-reviewed articles in English that measured work-related basic psychological needs using a quantitative diary study design. Database searching (Web of Science, ScienceDirect, EBSCOhost, and Scopus) led to the extraction of 2 251 records by February 2020. Duplicates were removed, the remaining records were screened (n = 820), and 30 articles were assessed using eligibility criteria. Two authors individually conducted the screening and eligibility processes to manage selection bias. In total, 21 articles were included in the final review. The review indicated that basic psychological need satisfaction showed considerable within-person variation and was more dynamic daily (compared to weekly). Job demands, job resources, organisational resources, and individual characteristics appeared to associate with these variations. The organisational context seemed to matter the most for need satisfaction. Variations in need satisfaction were also related to employee well-being, performance, and motivation. Despite the small number of published studies (particularly for weekly studies), our results indicate that researchers should pay attention to within-person variations in need satisfaction. Measuring daily need satisfaction could be prioritised. Different antecedents and outcomes seem to be associated with different needs. Thus, when needs are viewed as distinct constructs instead of unidimensional ones, one can derive greater insights. The study is funded by the National Research Foundation.

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