Multi-level effects of authentic leadership on self-actualization at work – the mediating roles of authentic followership and basic psychological need satisfaction

Abstract

Authentic leaders are self-aware of their values and beliefs and continuously strive to create meaningful organizational contexts that promote the growth and selfactualization of subordinates. Following self-determination theory (SDT), this study examines whether follower authenticity and basic psychological need satisfaction (BPNS) serve as mediators between the association of authentic leadership and indicators of self-actualization at work. We used the data of 53 team leaders and 171 team members from one global company. Results of three multi-level mediation models indicated that followers? authenticity and BPNS mediate the link between group leaders? authentic leadership and followers? self-actualization at work. In line with fundamental assumptions of SDT, our findings suggest that follower self-actualization is influenced by authentic leadership but also emerges from a synergistic effect between leader and follower authenticity and follower BPNS. We discuss how future research and practice may promote employee authenticity and personal development in work environments.