AUTHENTIC LEADERSHIP AND FOLLOWERS’ OUTCOMES: A RESOURCE PERSPECTIVE

Abstract

This dissertation aims to contribute to the management literature by investigating when and why authentic leadership is related to followers’ better functioning and well-being across work and family domains. Drawing from conservation of resources theory, the work-home resources model, and the similarity-attraction theory, I propose that authentic leadership is positively related to followers’ in-role and extra-role performance, job satisfaction, and family role performance, via enhanced followers’ energies (i.e., relational energy with the leader, emotional resources) and work engagement. Furthermore, I hypothesize that social perceptions of the leader (i.e., leader competence, leader warmth) and authentic followership could augment the positive effects of authentic leadership on followers’ energies and work engagement. In addition, I propose family motivation and boundary control as the boundary conditions for the effectiveness in translating energies and work engagement into family role performance. I conducted a multi-wave, multi-source field study to test the hypotheses.