Linking authentic leadership with organizational citizenship behavior: follower’s hope and collective efficacy

Abstract

Purpose

This research aims to explore the psychological constructs of hope and collective efficacy as fundamental mechanisms through which authentic leadership affects follower outcomes.

Design/methodology/approach

The investigation employs a two-study approach, with two samples of 481 employees from various teams in the United States and South Korea. In two studies, we examine the proposed hypotheses, focusing on the mediation of follower hope and the moderation by collective efficacy in the relationship between authentic leadership and OCB, which is bifurcated into altruism (OCBI) and compliance (OCBO).

Findings

The findings reveal that follower hope mediates the relationship between perceived authentic leadership and OCB. This mediation confirms the integral role of hope in translating authentic leadership into positive follower behaviors. Additionally, the study shows a significant moderating effect of collective efficacy on the relationship between authentic leadership and follower hope. This moderation underscores the importance of collective beliefs in the capabilities of a group in enhancing the impact of authentic leadership.

Originality/value

This research highlights the understudied roles of hope and collective efficacy in the context of authentic leadership. It offers a novel perspective on how hope and collective efficacy influence followers’ OCB. The study proposes a necessity for further exploration of these constructs, emphasizing leadership dynamics and employee behavior.

Citation

Jun, K., Hu, Z., Lee, J. and Lee, J. (2024), "Linking authentic leadership with organizational citizenship behavior: follower’s hope and collective efficacy", Evidence-based HRM, Vol. ahead-of-print No. ahead-of-print. https://doi.org/10.1108/EBHRM-07-2023-0194