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Modeling the Joint Effect of Leader and Follower Authenticity on Work and Non-Work Outcomes
Benjamin Biermeier-Hanson1, Kevin T Wynne2, Gregory Thrasher3
1Radford University.
The Journal of Psychology
|January 4, 2021
Summary
Leader and employee authenticity congruence positively impacts work outcomes. This alignment influences leader-member exchange, which in turn affects job and personal life results.
Area of Science:
- Organizational Behavior
- Psychology
Background:
- Authenticity is a growing concept in leadership and follower studies.
- Understanding leader and employee authenticity congruence is crucial for predicting outcomes.
Purpose of the Study:
- To investigate the congruence between perceived employee authenticity and perceived leader authenticity.
- To examine how this congruence predicts individual-level work-related outcomes.
- To explore the mediating role of leader-member exchange in this relationship.
Main Methods:
- Survey data collected from 420 participants across three time points.
- Utilized polynomial regression and response surface modeling.
- Employed a block variable approach to analyze indirect effects.
Main Results:
- Authenticity congruence significantly predicted individual-level work-related outcomes.
- Leader-member exchange mediated the relationship between leader-follower authenticity congruence and outcomes.
- Congruence effects were observed in both work and non-work domains.
Conclusions:
- Jointly examining leader and employee authenticity congruence offers valuable insights.
- Leader-member exchange is a key mechanism linking authenticity congruence to diverse outcomes.
- Fostering authenticity congruence can enhance employee well-being and performance.
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