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

Thumbnail Image
Munyon, Timothy P.
Houghton, Jeffery D.
Simarasl, Nastaran
Dawley, David D.
Howe, Michael
Major Professor
Committee Member
Journal Title
Journal ISSN
Volume Title
Wiley Periodicals LLC
Research Projects
Organizational Units
Organizational Unit
Management and Entrepreneurship

The Department of Management and Entrepreneurship seeks to provide students with the knowledge of organizations and management functions within organizations. Graduates will be able to understand work-related behavior, competitive strategy and advantage, strategies of international business, and human-resource management practices.

The Department of Management was formed in 1984 in the College of Business Administration (later College of Business).

Dates of Existence
1984 - present

Related Units

Journal Issue
Is Version Of
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.
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. Posted with permission.