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

Author

Listed:
  • Giles Hirst

    (Australian National University)

  • Fred Walumbwa

    (Florida International University)

  • Samuel Aryee

    (Kings College)

  • Ivan Butarbutar

    (Monash University)

  • Chin Jeffery Hui Chen

    (Taiwan Customs)

Abstract

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 individual-level 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.

Suggested Citation

  • Giles Hirst & Fred Walumbwa & Samuel Aryee & Ivan Butarbutar & Chin Jeffery Hui Chen, 2016. "A Multi-level Investigation of Authentic Leadership as an Antecedent of Helping Behavior," Journal of Business Ethics, Springer, vol. 139(3), pages 485-499, December.
    • Handle: RePEc:kap:jbuset:v:139:y:2016:i:3:d:10.1007_s10551-015-2580-x
    DOI: 10.1007/s10551-015-2580-x
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    References listed on IDEAS

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    Cited by:

    1. Rafael García Martín & Alfonso Duran-Heras & Karen Reina Sánchez, 2023. "Influence of Leadership Styles on Sustainable Development for Social Reconstruction: Current Outcomes and Advisable Reorientation for Two Aerospace Multinationals—Airbus and TASL," Sustainability, MDPI, vol. 15(19), pages 1-29, September.
    2. Amlan Haque & Mario Fernando & Peter Caputi, 2019. "The Relationship Between Responsible Leadership and Organisational Commitment and the Mediating Effect of Employee Turnover Intentions: An Empirical Study with Australian Employees," Journal of Business Ethics, Springer, vol. 156(3), pages 759-774, May.
    3. Chang-E Liu & Shengxian Yu & Yahui Chen & Wei He, 2020. "Supervision Incivility and Employee Psychological Safety in the Workplace," IJERPH, MDPI, vol. 17(3), pages 1-14, January.
    4. Lin, Shen-Yang & Hirst, Giles & Wu, Chia-Huei & Lee, Cynthia & Wu, Wen & Chang, Chia-Chi, 2023. "When anything less than perfect isn’t good enough: How parental and supervisor perfectionistic expectations determine fear of failure and employee creativity," Journal of Business Research, Elsevier, vol. 154(C).
    5. Ihsan Ullah Jan & Seonggoo Ji, 2024. "Relationships Among Supervisors’ Authentic Leadership, Ostracism, Perceived Supervisor’s Trust and Commitment to Customer Services: Evidence From Frontline Service Employees of Small Stores," SAGE Open, , vol. 14(2), pages 21582440241, May.
    6. Seyyed Babak Alavi, 2024. "The Making of an Authentic Leader’s Internalized Moral Perspective: The Role of Internalized Ethical Philosophies in the Development of Authentic Leaders’ Moral Identity," Journal of Business Ethics, Springer, vol. 190(1), pages 77-92, February.
    7. Yuanmei Elly Qu & Marie T. Dasborough & Mi Zhou & Gergana Todorova, 2019. "Should Authentic Leaders Value Power? A Study of Leaders’ Values and Perceived Value Congruence," Journal of Business Ethics, Springer, vol. 156(4), pages 1027-1044, June.

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