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Bridging the Gap between Authentic Leadership and Employees Communal Relationships through Trust

Author

Listed:
  • Sadaf Iqbal

    (Department of Applied Psychology and Behavioral Science, Zhejiang University, 866 Yuhangtang Road, Hangzhou 310058, China
    These authors contributed equally to this work.)

  • Tahir Farid

    (Department of Applied Psychology and Behavioral Science, Zhejiang University, 866 Yuhangtang Road, Hangzhou 310058, China
    These authors contributed equally to this work.)

  • Muhammad Khalil Khan

    (College of Media and International Culture, Zhejiang University, 866 Yuhangtang Road, Hangzhou 310058, China)

  • Qionghon Zhang

    (Department of Applied Psychology and Behavioral Science, Zhejiang University, 866 Yuhangtang Road, Hangzhou 310058, China)

  • Amira Khattak

    (Department of Marketing, Prince Sultan University, P.O. Box 66833, Riyadh 11586, Saudi Arabia)

  • Jianhong Ma

    (Department of Applied Psychology and Behavioral Science, Zhejiang University, 866 Yuhangtang Road, Hangzhou 310058, China)

Abstract

Authentic leadership has emerged as a positive relational-leadership approach that has gained the attention of academicians and practitioners by stimulating a healthy work environment. This study examined the direct influence of authentic leadership on employees’ communal relationships. In addition, the study examined the mediating role of affective- and cognitive-based trust on these relationships. We adopted a cross-sectional study design and collected data from 200 employees working in the private banking sector in Pakistan. The findings indicated that authentic leadership was positively correlated with communal employee relationships. In addition, both affective- and cognitive-based trust were found to have a positive mediating effect on the relationship between authentic leadership and communal employee relationships. The practical implications, limitations and suggestions for future research are discussed.

Suggested Citation

  • Sadaf Iqbal & Tahir Farid & Muhammad Khalil Khan & Qionghon Zhang & Amira Khattak & Jianhong Ma, 2019. "Bridging the Gap between Authentic Leadership and Employees Communal Relationships through Trust," IJERPH, MDPI, vol. 17(1), pages 1-14, December.
    • Handle: RePEc:gam:jijerp:v:17:y:2019:i:1:p:250-:d:303206
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    References listed on IDEAS

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    1. Rego, Arménio & Sousa, Filipa & Marques, Carla & Cunha, Miguel Pina e, 2012. "Authentic leadership promoting employees' psychological capital and creativity," Journal of Business Research, Elsevier, vol. 65(3), pages 429-437.
    2. Hannes Leroy & Michael Palanski & Tony Simons, 2012. "Authentic Leadership and Behavioral Integrity as Drivers of Follower Commitment and Performance," Journal of Business Ethics, Springer, vol. 107(3), pages 255-264, May.
    3. Alexander Newman & Kohyar Kiazad & Qing Miao & Brian Cooper, 2014. "Examining the Cognitive and Affective Trust-Based Mechanisms Underlying the Relationship Between Ethical Leadership and Organisational Citizenship: A Case of the Head Leading the Heart?," Journal of Business Ethics, Springer, vol. 123(1), pages 113-123, August.
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