Linking Authentic Leadership with Follower Outcomes: Mediating Roles of Follower’s Hope and Perceived Organizational Support

Abstract

Purpose – The primary objective of this study is to examine the impact of authentic leadership on follower outcomes. The research specifically aims to explore the role of two under-considered psychological factors – hope and perceived organizational support – in mediating the relationship between authentic leadership and its outcomes on followers. Design/Methodology/Approach – This study utilizes organizational support theory and hope theory as foundational frameworks. It employs an empirical approach to investigate how perceptions of authentic leadership influence followers’ individual motivational states and their perceived organizational support, ultimately affecting their outcomes. Findings – The research, which encompassed a study of 241 employees from various corporations in Korea, demonstrated that both hope and perceived organizational support significantly mediate the relationship between authentic leadership and follower outcomes. The results indicate that followers’ hope and their perception of organizational support play critical roles in linking authentic leadership to reduced turnover intentions and enhanced organizational citizenship behavior. Research Implications – This study contributes to the broader discourse on leadership and organizational behavior by highlighting the importance of psychological factors in the dynamics of leadership and its effects. The findings underscore the necessity of incorporating elements like hope and perceived organizational support in understanding and fostering effective leadership within organizations. The study also opens avenues for future research to explore these dynamics in different organizational contexts and cultures.