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Authentic leadership: bridging the gap between perception of organizational politics and employee attitudes in public sector museums

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Listed:
  • Muhammad Asif

    (Jiangsu University)

  • Zhiqiang Ma

    (Jiangsu University)

  • Mingxing Li

    (Jiangsu University)

  • Gang Xie

    (Jiangsu University)

  • Weijun Hu

    (Jilin University)

Abstract

In museums’ dynamic and culturally rich environments, employee morale and productivity are crucial for achieving organizational goals. However, employees’ perception of organizational politics can undermine these objectives. Hence, this study investigates the buffering role of authentic leadership in mitigating perceptions of organizational politics and its subsequent effects on organizational citizenship behavior (OCBI and OCBO) and task-oriented performance among museum employees. This research involved 436 employees across six public sector museums in Pakistan, including supervisors and their immediate subordinates. Data were collected in four waves and analyzed using Structural Equation Modeling (SEM). The findings indicate that perceptions of organizational politics significantly negatively influence both organizational citizenship behaviors (OCBI and OCBO) and task-oriented performance. However, authentic leadership buffers these negative effects, significantly reducing perceptions of organizational politics and positively correlated with enhanced task-oriented performance and citizenship behavior. This study highlights the crucial role of authentic leadership in moderating the adverse impacts of organizational politics, fostering a positive work environment in museums, and enhancing both employee productivity and organizational outcomes. The insights from this research offer valuable implications for museum leaders aiming to enhance organizational performance through effective leadership practices.

Suggested Citation

  • Muhammad Asif & Zhiqiang Ma & Mingxing Li & Gang Xie & Weijun Hu, 2025. "Authentic leadership: bridging the gap between perception of organizational politics and employee attitudes in public sector museums," Palgrave Communications, Palgrave Macmillan, vol. 12(1), pages 1-12, December.
    • Handle: RePEc:pal:palcom:v:12:y:2025:i:1:d:10.1057_s41599-024-04310-9
    DOI: 10.1057/s41599-024-04310-9
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    References listed on IDEAS

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    1. Aharon Tziner & Amos Drory & Nir Shilan, 2021. "Perceived Organizational Politics, Leadership Style and Resilience: How Do They Relate to OCB, If at All?," International Business Research, Canadian Center of Science and Education, vol. 14(2), pages 1-1, February.
    2. Jungwon Park & Keon-Hyung Lee, 2020. "Organizational politics, work attitudes and performance: the moderating role of age and public service motivation (PSM)," International Review of Public Administration, Taylor & Francis Journals, vol. 25(2), pages 85-105, July.
    3. Goo, Wongun & Choi, Yongjun & Choi, Wonseok, 2022. "Coworkers' organizational citizenship behaviors and employees' work attitudes: The moderating roles of perceptions of organizational politics and task interdependence," Journal of Management & Organization, Cambridge University Press, vol. 28(5), pages 1011-1035, September.
    4. Hakan Erkutlu & Jamel Chafra, 2013. "Effects of trust and psychological contract violation on authentic leadership and organizational deviance," Management Research Review, Emerald Group Publishing Limited, vol. 36(9), pages 828-848, August.
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