RETRACTED: Psychological processes linking authentic leadership to follower behaviors (Retracted article. See vol. 25, pg. 1071, 2014)

被引：238

作者：

Walumbwa, Fred O. ^{[1
]}

Wang, Peng ^{[2
]}

Wang, Hui ^{[3
]}

Schaubroeck, John ^{[4
]}

Avolio, Bruce J. ^{[5
]}

机构：

[1] Arizona State Univ, WP Carey Sch Business, Dept Management, Tempe, AZ 85287 USA

[2] Miami Univ, Oxford, OH 45056 USA

[3] Peking Univ, Beijing 100871, Peoples R China

[4] Michigan State Univ, E Lansing, MI 48824 USA

[5] Univ Washington, Seattle, WA 98195 USA

来源：

LEADERSHIP QUARTERLY | 2010年 / 21卷 / 05期

关键词：

Authentic leadership; Empowerment; Identification; Engagement; Organizational citizenship behavior; ORGANIZATIONAL CITIZENSHIP BEHAVIORS; SOCIAL IDENTITY THEORY; TRANSFORMATIONAL LEADERSHIP; MEMBER EXCHANGE; EMPLOYEE ENGAGEMENT; ETHICAL LEADERSHIP; MEDIATING ROLE; EMPOWERMENT; SELF; PERFORMANCE;

D O I：

10.1016/j.leaqua.2010.07.015

中图分类号：

B849 [应用心理学];

学科分类号：

040203 ;

摘要：

We examined the direct and indirect effect of authentic leadership behavior on the organizational citizenship behavior and work engagement of followers. With 387 employees and their 129 immediate supervisors, hierarchical linear modeling (HLM) results revealed that authentic leadership behavior was positively related to supervisor-rated organizational citizenship behavior and work engagement, controlling for ideal power distance, company type, and followers' demographics such as age and sex. These relationships were mediated by the followers' level of identification with the supervisor and their feelings of empowerment. We discuss the implications of these findings for theory, research and practice. (C) 2010 Elsevier Inc. All rights reserved.

引用

页码：901 / 914

页数：14

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