Limits of authenticity: How organizational politics bound the positive effects of authentic leadership on follower satisfaction and performance

dc.contributor.author Munyon, Timothy P.
dc.contributor.author Houghton, Jeffery D.
dc.contributor.author Simarasl, Nastaran
dc.contributor.author Dawley, David D.
dc.contributor.author Howe, Michael
dc.contributor.department Management and Entrepreneurship
dc.date.accessioned 2021-11-02T14:21:20Z
dc.date.available 2021-11-02T14:21:20Z
dc.date.issued 2021-03-01
dc.description.abstract The authentic leadership paradigm has been widely advocated as an effective leadership approach for organizations interested in promoting positive and ethical leader—member relations. Despite accumulating evidence concerning the positive follower effects of authentic leadership, research examining potential boundary conditions remains limited. The political influence theoretical perspective promises to shed new light on the effects of authentic leadership by proposing that authentic leadership may be less effective in political contexts, bounding its positive operation on followers. Specifically, we anticipate that organizational politics will erode the motivational power of authentic leaders on followers, reducing their ability to engender positive performance contributions in followers. We also predict that organizational politics will weaken the positive relationship between authentic leadership and job satisfaction by reducing the ability of employees to realize their goals at work. To explore these theoretical assertions, we incorporated a two-study functional replication (n1 = 265; n2 = 175) to ascertain how authentic leadership and organizational politics impact follower job satisfaction, organizational citizenship behavior (OCB), and task performance. We find that organizational politics consistently weaken the positive effects of authentic leadership on follower OCB across two studies. Furthermore, in Study 2, our findings suggest that organizational politics attenuate the positive impact of authentic leadership on follower job satisfaction and task performance. We discuss theoretical and practical implications.
dc.description.comments This accepted article is published as Munyon, TP, Houghton, JD, Simarasl, N, Dawley, DD, Howe, M. Limits of authenticity: How organizational politics bound the positive effects of authentic leadership on follower satisfaction and performance. J Appl Soc Psychol. 2021; 51: 594– 609. https://doi.org/10.1111/jasp.12762. Posted with permission.
dc.identifier.uri https://dr.lib.iastate.edu/handle/20.500.12876/6wBl1BWr
dc.language.iso en_US
dc.publisher Wiley Periodicals LLC
dc.source.uri https://doi.org/10.1111/jasp.12762 *
dc.subject.disciplines DegreeDisciplines::Business::Management Information Systems
dc.subject.disciplines DegreeDisciplines::Business::Organizational Behavior and Theory
dc.subject.disciplines DegreeDisciplines::Business::Business Administration, Management, and Operations
dc.subject.disciplines DegreeDisciplines::Business::Management Sciences and Quantitative Methods
dc.title Limits of authenticity: How organizational politics bound the positive effects of authentic leadership on follower satisfaction and performance
dc.type Article
dspace.entity.type Publication
relation.isAuthorOfPublication afa2125f-1e3a-4a82-9f37-b3c057c51ecb
relation.isOrgUnitOfPublication 76f2501b-6a79-4f9b-b1ae-e0c64574c784
File
Original bundle
Now showing 1 - 1 of 1
No Thumbnail Available
Name:
2021-Manu-HoweM-Limits of Authenticity.pdf
Size:
1009.09 KB
Format:
Adobe Portable Document Format
Description:
Collections