A Multi-level Investigation of Authentic Leadership as an Antecedent of Helping Behavior

Giles Hirst*, Fred Walumbwa, Samuel Aryee, Ivan Butarbutar, Chin Jeffery Hui Chen

*Corresponding author for this work

    Research output: Contribution to journalArticlepeer-review

    70 Citations (Scopus)

    Abstract

    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.

    Original languageEnglish
    Pages (from-to)485-499
    Number of pages15
    JournalJournal of Business Ethics
    Volume139
    Issue number3
    DOIs
    Publication statusPublished - 1 Dec 2016

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