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

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

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 mu...

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Bibliographic Details
Published in:Journal of business ethics Vol. 139; no. 3; pp. 485 - 499
Main Authors: Hirst, Giles, Walumbwa, Fred, Aryee, Samuel, Butarbutar, Ivan, Chen, Chin Jeffery Hui
Format: Journal Article
Language:English
Published: Dordrecht Springer 01-12-2016
Springer Netherlands
Springer Nature B.V
Subjects:
Applied psychology
Behavior
Business and Management
Business Ethics
Decision making
East Asian culture
Education
Employees
Ethical behavior
Ethics
Helping behavior
Hierarchies
Leadership
Management
Morality
Multilevel models
Organizational behavior
Organizational behaviour
Philosophy
Public sector
Quality of Life Research
Role models
Self awareness
Studies
Supervisors
Teams
Trust
Values
Taiwan
Leader–member exchange
Multi-level
Helping behavior
Self-concordance
Authentic leadership
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Summary: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 individuallevel 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.
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ISSN:0167-4544
1573-0697
DOI:10.1007/s10551-015-2580-x