Congruence of leader self-perceptions and follower perceptions of authentic leadership: Understanding what authentic leadership is and how it enhances employees’ job satisfaction

Abstract

Congruence of leader self-perceptions and follower perceptions of authentic leadership: Understanding what authentic leadership is and how it enhances employees' job satisfaction AbstractWe propose and empirically test a multilevel model of cross-level interactions between leader self-perceptions (team level) and follower perceptions of authentic leadership on job satisfaction. Data from 24 supervisors and 171 team members were used. Applying hierarchical linear modeling, we found that follower perceptions of authentic leadership predict employee job satisfaction. We also found support for the interaction effect of leader self-perceptions and follower perceptions of authentic leadership in predicting job satisfaction, integrating the leader-and follower-centric perspectives of authentic leadership. Polynomial regression analysis further supported the fact that the congruence between leader self-perceptions and follower perceptions of authentic leadership is beneficial and that both need to be present at high levels to produce the most beneficial results in terms of followers' job satisfaction.

Mechanisms linking authentic leadership to emotional exhaustion: The role of procedural justice and emotional demands in a moderated mediation approach

“…Most consistently, relationships with followers’ trust, engagement and satisfaction measures were found3, 4, 27, 28, 29, 30 ) . Research focusing on negative follower outcomes is still in its infancy.…”

“…This is quite astonishing as authentic leadership has been promised to be the essence of any positive form of leadership3, 4 ) . Gaining insights into how authentic leadership unfolds its positive energy in the workplace means to gain new insights into other leadership styles as well.…”

“…According to Walumbwa et al 3 ) the four dimensions form a higher order construct8 ) which might be seen as “the root concept and a theoretical foundation for any positive form of leadership”4 , p. 3) . In line with this thinking, the concept of authentic leadership does not challenge other leadership concepts26 ) ; it rather supplements them instead.…”

The Perceived Impact of Leaders’ Humility on Team Effectiveness: an Empirical Study

“…Considering literature suggesting that high (low) self-other agreement (SOA) in leadership measurement is associated with better (worse) leadership outcomes (Atwater and Yammarino 1997; Cerne et al, 2013;de Vries 2012;Fleenor et al 2010), SOA in the measure of humility was also explored in relation to balanced processing and the perceived impact on team effectiveness.…”

Supervisor Self-Other Agreement, Family-Supportive Supervisor Behaviors and Job Attitudes

“…However, one study conducted by Szell and Henderson (1997) found that rating congruence on measures of performance and motivation was positively related to employee job satisfaction and organizational commitment. More recently, one study utilized the SOA research paradigm to assess congruence on measures of leadership authenticity and employee outcomes and found congruence significantly related to job satisfaction (Černe, Dimovski, Marič, Penger, & Škerlavaj, 2014).…”