Authentic leadership and performance: the mediating role of employees’ affective commitment

Abstract

Purpose-This study aims to examine the relationship between authentic leadership (AL), affective commitment and individual performance. More specifically, this study aims to understand how (a) AL influences employees' affective commitment, (b) AL influences individual performance, (c) Affective commitment influences individual performance and (d) Affective commitment mediates the relationship between AL and Individual Performance. Design/methodology/approach-Two hundred and twelve Portuguese employees participated in this study. A quantitative methodology was used. Baron and Kenny's linear regression method and Sobel test were used to test the mediation relationship. Findings-The results reveal that affective commitment mediates the relationship between AL and employees' performance. In others words, leaders' authenticity promotes employees' affective commitment which, in turn, increases their individual performance. Practical implications-This research has practical implications for human resources management in organizations, particularly in selection processes and training of leaders and managers. Practitioners looking to increase employee commitment and performance can do so by augmenting the AL. Originality/value-This study enriches the knowledge about the relevance of emerging area such as AL theory and responds to the need to understand underlying mechanisms linking AL with workers' commitment and performance (i.e., testing the construct's nomological network).

Authentic leadership, happiness at work and affective commitment

“…The originality of this study focuses on the integration of these three concepts in a single study, providing a model (see research model in Figure 1) that depicts the chain of effects between AL, happiness at work and AC. This is the first study in Cape Verde, although others researchers have investigated AL (e.g., Walumbwa et al, 2010;Wong et al, 2010;Gardner et al, 2011;Rego et al, 2013;Alok, 2014;Agote et al, 2016;Semedo et al, 2017;Otaghsara and Hamzehzadeh, 2017;Ribeiro et al, 2018;Singh et al, 2018;Weiss et al, 2018).…”

“…However, according to Hofstede framework, there are similarities between the Cape Verdean and Portuguese cultures and characterized them identically. In the Portuguese context, there are several studies on AL, being the most recent the study of Ribeiro et al (2018). As for the other two variables, also been tested in Portuguese context, namely by the authors Rego et al (2009;2013), Ribeiro et al (2018) and others.…”

Model kinerja koperasi

“…Pengembangan organisasi sangat membutuhkan pembentukan komitmen dalam organisasi. Ribeiro et al (2018) menyatakan bahwa komitmen organisasi memiliki hubungan yang kuat dengan pemberdayaan. Perilaku empowering leadership dapat meningkatkan komitmen organisasi (Albrecht & Andreetta, 2011;Namasivayam et al, 2014;Stander & Rothmann, 2010).…”

“…Patiar & Wang (2016) menemukan bahwa kepemimpinan transformasional dapat meningkatkan kinerja organisasi secara langsung dan melalui komitmen organisasi. Selain itu, komitmen afektif yang merupakan dimensi dari komitmen organisasi mampu memediasi hubungan authentic leadership dengan kinerja (Ribeiro et al, 2018). Kim & Beehr (2018) menjelaskan bahwa empowering leadership menjadikan karyawan lebih berkomitmen pada organisasi.…”

How Authentic Leadership Promotes Individual Creativity: The Mediating Role of Affective Commitment

“…AL has thus attracted wide attention in recent years (e.g., Avolio, Wernsing, & Gardner, 2018; Banks, McCauley, Gardner, & Guler, 2016; Černe, Jaklič, & Škerlavaj, 2013; Hsieh & Wang, 2015; Leroy, Palanski, & Simons, 2012; Ribeiro, Gomes, & Kurian, 2018; Semedo, Coelho, & Ribeiro, 2016, 2017). Researchers believe that AL influences employees’ positive attitudes and behaviors (Avolio & Gardner, 2005), such as organizational citizenship behavior, organizational commitment, and work engagement (Walumbwa et al, 2008).…”