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The purpose of this paper is to report the findings of a study examining the relationship between authentic leadership (AL), attitudes and employees’ behaviours. More specifically, how AL influences affective commitment, job resourcefulness and creativity, which, in turn, influence individual performance.

Empirical research has analysed the data from a questionnaire administered to a sample of 543 employees belonging to various public and private organisations in Cape Verde. The model was tested using structural equation modelling.

The results reveal that AL influences employees’ attitudes (affective commitment and job resourcefulness) and their creativity, affective commitment and job resourcefulness predict the employees’ creativity, and job resourcefulness and creativity predict individual performance.

The results from this study can help managers to understand how to increase employees’ creativity and performance through AL, affective commitment and job resourcefulness. Indirectly, the study also suggests that organisations should focus on selecting leaders with authentic features and implement appropriate training activities, coaching and development that aim to increase AL since this may well result in a positive impact on employees’ attitudes and behaviours.

The originality of this study is that it focusses on the integration of the five concepts, AL, affective commitment, job resourcefulness, creativity and individual performance, in a single study, providing a model that depicts the chain of effects between AL, employees’ attitudes, employees’ creativity and individual performance.

Authentic leadership (AL) as a style can influence, directly or indirectly, employees’ attitudes and behaviors. In this perspective, the purpose of this study is to investigate how AL predicts affective well-being (AWB) and employees’ creativity. The mediating role of AWB and the moderating role of satisfaction with management will be analyzed.

The researchers have analyzed the data from a questionnaire administered to a sample of 543 employees belonging to various public and private organizations in Cape Verde. Structural equation modelling was used to test the proposed hypotheses and a multi-group analysis was performed to identify how the level of satisfaction with the management may impact the proposed relationships.

The results of this study reveal that perceptions of AL predict employees’ creativity both directly and through the mediating role of AWB. Satisfaction with the management seems to moderate the relationship between AL, AWB and creativity.

The research outcomes suggest that organizations should focus on training leaders who value self-awareness and transparency in their relationships with others, who display an internal moral perspective and demonstrate balanced processing of information, to guarantee good results at the individual level and, consequently, at the organizational level. This study provides practitioners with possible routes to act in favor of a much happier and more creative workforce.

The originality of this study is because of the integration of these four concepts in a single study, providing evidence of the relationship between AL and creativity through the mediating role of AWB and moderating role of satisfaction with the management.