Association between Authentic Leadership and Job Performance—The Moderating Roles of Trust in the Supervisor and Trust in the Organization: The Example of Türkiye

Abstract

This study examines the relationship between authentic leadership and employee job performance and explores the moderating roles of employee perceptions of trust in the organization and trust in their managers in this relationship. It was carried out with a quantitative method using a correlational research design. The research was cross-sectional. The participants were employees from five service industry companies operating in Türkiye. The results indicate that authentic leadership, trust in the supervisor, and trust in the organization strongly and positively affect employee job performance. The findings show that authentic leadership substantially impacts employees’ job performance as employees are followers of the internalized moral values of their supervisors. The moderating roles of the two key concepts of employees’ perception of trust in the supervisor and trust in the organization are consistent with the relevant theoretical framework. If leaders of organizations can behave honestly and focus on establishing constructive relations with their employees regarding the ideas and reasons behind business strategies, employees will be able to accept their leaders as role models and motivate themselves at work. It would benefit managers to demonstrate to their employees that fairness is a top priority in their managerial methods, actions, and activities.

Moderating Effect of Strategic Planning on the Relationship between Career Path Planning and Job Performance

“…Every company places a high value on employee work performance in accomplishing the organization's goals and employee responsibility awareness [9]. The significant influence that employee performance has on organizational success and survival has drawn researchers' attention.…”

Kepemimpinan Autentik dan Kualitas Pelaporan Keuangan: Peran Iklim Etis

“…Berbagai penelitian telah menunjukkan bahwa ketika anggota organisasi bekerja dengan seorang pemimpin yang Autentik, rasa percaya diri dan komitmen mereka terhadap pekerjaan meningkat (H. K. Kim, 2014). Apabila seorang pemimpin jujur, tulus, dan bisa membangun hubungan saling percaya yang berkualitas tinggi dengan karyawan, individu tersebut menjadi panutan bagi bawahannya, dengan dampak positif pada sikap dan perilaku terkait pekerjaan dari anggota organisasi (Ayça, 2023).…”

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“…Los empleados ven que la organización se preocupa por aspectos más allá del beneficio económico, lo que fortalece la confianza en sus acciones y decisiones (Martin et al, 2022). La confianza es un factor esencial para desarrollar un apego emocional fuerte (Ayça, 2023), ya que los empleados se sienten seguros y valorados en su lugar de trabajo y encuentran felicidad en el trabajo (Aboramadan y Kundi, 2022)broaden-and-build (BnB. Por lo tanto, se presenta la siguiente hipótesis: H4.…”