A Multi-level Investigation of Authentic Leadership as an Antecedent of Helping Behavior
Article
Hirst, G, Walumbwa, F, Aryee, S et al. (2016). A Multi-level Investigation of Authentic Leadership as an Antecedent of Helping Behavior
. JOURNAL OF BUSINESS ETHICS, 139(3), 485-499. 10.1007/s10551-015-2580-x
Hirst, G, Walumbwa, F, Aryee, S et al. (2016). A Multi-level Investigation of Authentic Leadership as an Antecedent of Helping Behavior
. JOURNAL OF BUSINESS ETHICS, 139(3), 485-499. 10.1007/s10551-015-2580-x
We develop and test a trickle-down model of how authentic leadership at the department level flows down the organizational hierarchy to encourage team leader authentic leadership and consequently, promotes team and individual-level supervisor-directed helping behavior. Analyses of multi-level and multi-source data collected from a total of 487 employees comprising 122 teams, 47 departments, and 4 different working areas of a major public sector organization in Taiwan show that team leaders’ authentic leadership mediates the relationship between departmental authentic leadership and individual-level leader–member exchange (LMX). We also found that intra-team trust completely mediates the influence of team authentic leadership on both team helping behavior and individual-level supervisor-directed helping behavior. Finally, the results reveal that self-concordance mediates the influence of team authentic leadership on individual-level supervisor helping behavior as well as the influence of individual-level LMX on individual-level supervisor-directed helping behavior. Theoretical and practical implications of these findings are discussed.
