To read the full version of this content please select one of the options below:

The effects of perceived authentic leadership and core self-evaluations on organizational citizenship behavior: The role of psychological empowerment as a partial mediator

Baek-Kyoo Joo (School of Business Administration, Georgia Southwestern State University , Americus, Georgia, USA)
Sung Jun Jo ( Gachon University , Seongnam, Korea)

Leadership & Organization Development Journal

ISSN: 0143-7739

Article publication date: 2 May 2017

Downloads
2999

Abstract

Purpose

The purpose of this paper is to investigate the effect of the perceived authentic leadership of supervisors and employees’ core self-evaluations on their organizational citizenship behavior (OCB) and to examine the role of psychological empowerment as a partial mediator of those relationships.

Design/methodology/approach

A cross-sectional survey was used to obtain individual perceptions from employees working in one of the biggest companies in Korea. Data from 374 samples was analyzed. Construct validity of each measurement model is examined using confirmatory factor analysis and the hypothesized structural model is tested by structural equation modeling.

Findings

The authors found that perceived authentic leadership, core self-evaluation, and employees’ psychological empowerment had significant impact on employees’ OCB, accounting for 58 percent of the variance in OCB. In addition, 54 percent of the variance in psychological empowerment was explained by authentic leadership and core self-evaluations, partially mediating the relationship between authentic leadership and OCB and the relationship between core self-evaluations and OCB.

Originality/value

Positivity is instrumental in driving intrinsic motivation for work and voluntary devotion to colleagues and organizations. This study contributed to the emerging research branch of management and organizational psychology such as positive organization scholarship and positive organizational behavior by exploring the relationship among the relevant constructs. More specifically, the authors found that positive contextual factor (i.e. authentic leadership), positive personality factor (i.e. core self-evaluations), and positive work experience (i.e. psychological empowerment) do have positive influence on employees’ extra-role performance (i.e. OCB).

Keywords

Citation

Joo, B.-K. and Jo, S.J. (2017), "The effects of perceived authentic leadership and core self-evaluations on organizational citizenship behavior: The role of psychological empowerment as a partial mediator", Leadership & Organization Development Journal, Vol. 38 No. 3, pp. 463-481. https://doi.org/10.1108/LODJ-11-2015-0254

Publisher

:

Emerald Publishing Limited

Copyright © 2017, Emerald Publishing Limited