Abstract:Purpose: This study analyzes the mediating role of positive psychological capital in the relationship between authentic leadership and organizational commitment.Design/methodology/approach: This quantitative study presents a model in which were considered as variables mediating the relationship between authentic leadership and organizational commitment, the four dimensions of positive psychological capital (optimism, resilience, self-efficacy, hope).
Findings:The results showed that positive psychological capital mediates the relationship between authentic leadership and organizational commitment. However, they also indicate that this mediation is only made for three of the four dimensions of positive psychological capital (self-efficacy, hope and optimism). They also show that resilience negatively affects organizational commitment.
In a world increasingly critical of leadership, we propose a grid representing five primary leadership styles derived from Machiavellian and Authentic Leadership archetypes. We argue that Authenticity and Machiavellianism are independent constructs and not two sides of the same coin as implied in the literature. We conclude suggesting some implications of our grid for leadership accountability and decision‐making.
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