Abstract
This study, which is based on survey data provided by 445 employees from a Chinese enterprise, examines the impact of authentic leadership on the proactive behavior of subordinates, in particular the mediating effect of subordinate psychological capital and the moderating effect of compassion at work. The results of our structural equation model reveal that: (1) There is a significant positive correlation between authentic leadership and the proactive behavior of subordinates; (2) psychological capital plays a full mediating role between authentic leadership and subordinate proactive behavior; (3) Compassion at work has a moderating effect on the positive relationship between authentic leadership and subordinate psychological capital and proactive behavior.
Highlights
The modern world is characterized by complex competition, rapid global economic change, and unpredictability (Hong et al, 2016)
If employees do not feel compassion at work, they will tend to worry that their proactive behavior might be rejected, weakening the relationship between psychological capital and proactive behavior. In light of this reasoning, we propose the following hypothesis: Hypothesis 6: Compassion at work moderates the relationship between psychological capital and proactive behavior
The results of Exploratory Factor Analysis (EFA) showed that seven factors were extracted, explaining 67.30 percent of the total variance, with the biggest factor accounting for 24.51 percent of the variance
Summary
The modern world is characterized by complex competition, rapid global economic change, and unpredictability (Hong et al, 2016) Given such an uncertain environment, it is not enough for companies to rely solely on employees complying with rules and regulations and following instructions. Multiple studies have shown that positive leadership, such as transformational leadership, has positive predictive effects on proactive behavior (e.g., Strauss et al, 2009; Belschak and Den Hartog, 2011; Den Hartog and Belschak, 2012; Hong et al, 2016). As a kind of positive leadership, authentic leadership has transformative characteristics, and the characteristics of honesty, integrity, and loyalty Because it can facilitate the development of real relationships with subordinates, it can be considered as the “root cause” of other active leadership styles (Avolio and Gardner, 2005). Spitzmuller and Ilies (2010) have proposed that authentic leaders are more
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