Evaluating the Moral Components of Authentic Leadership on Employees’ Productivity. A Literature Review

Abstract

The moral components of authentic leadership, such as honesty, fairness, responsibility, and respect, are believed to be important factors in effective leadership. This study aims to evaluate the relationship between the moral components of authentic leadership and employee productivity, taking into consideration the mediating role of the leader/employee relationship and the moderating effect of the environment. A review of the literature was conducted to identify previous research on this topic. The results of the review indicate that the moral components of authentic leadership are related to employee productivity and that the leader/employee relationship mediates this relationship. Moreover, the environment is a moderating factor that influences the relationship between the moral components of authentic leadership and employee productivity. Specifically, a positive environment that fosters trust and cooperation can amplify the positive impact of authentic leadership on employee productivity. The conceptual framework of this study shows that authentic leadership has a direct effect on employee productivity and that this effect is mediated by the leader/employee relationship. Furthermore, the environment moderates this relationship, with a positive environment enhancing the positive impact of authentic leadership on employee productivity. This review suggests that further research is needed to identify the specific moral components of authentic leadership that are most strongly related to employee productivity and to understand the mechanisms through which these components influence productivity. Additionally, future research could help to identify other moderating factors that influence the relationship between authentic leadership and employee productivity and to understand how they impact the relationship between the moral components of authentic leadership and employee productivity.How to cite this paper: Obuba, M. O.