Authentic Leadership Behavior Research Articles

How does authentic leadership drive hotel employees to innovate? A cross-level influencing process

The hotel industry's heightened awareness of environmental sustainability has underscored the importance of employees' innovative work behavior in driving corporate performance. This research employs the social exchange theory and conservation of resources theory to establish a cross-level framework for examining the complex correlation between authentic leadership and innovative work behavior. Valuable insights were obtained through data collection from 359 hotel employees and their leaders, representing 118 teams across six provinces in central China. The findings show that authentic leadership positively relates to innovative work behavior, and employee loyalty mediates the above linkage. Additionally, this research highlights the significance of psychological capital and innovation climate as moderators. These two factors strengthen the associations between authentic leadership and employee loyalty, as well as between employee loyalty and innovative work behavior, respectively.

Effect of Authentic Leadership on Organizational Trust and Commitment in Sweden

Purpose: To aim of the study was to analyze the effect of authentic leadership on organizational trust and commitment in Sweden. Methodology: This study adopted a desk methodology. A desk study research design is commonly known as secondary data collection. This is basically collecting data from existing resources preferably because of its low cost advantage as compared to a field research. Our current study looked into already published studies and reports as the data was easily accessed through online journals and libraries. Findings: Authentic leadership in Sweden significantly enhances organizational trust and employee commitment by fostering a culture of transparency, ethical behavior, and consistency. Employees perceive authentic leaders as genuine and reliable, which boosts mutual respect and openness, leading to higher levels of job satisfaction and loyalty. This leadership style promotes open communication and collaboration, encouraging employees to share ideas and feedback, thereby driving innovation. Unique Contribution to Theory, Practice and Policy: Transformational leadership theory, social exchange theory & leader-member exchange (LMX) theory may be used to anchor future studies on effect of authentic leadership on organizational trust and commitment in Sweden. Organizations should invest in training programs that focus on developing authentic leadership qualities among their leaders. These programs should emphasize self-awareness, transparency, ethical behavior, and consistency in actions and values. Develop organizational policies that support and promote authentic leadership behaviors. This includes policies related to leadership selection, promotion criteria, and performance evaluation that prioritize authenticity and ethical conduct.

The Relationship between School Managers' Authentic Leadership Behaviors and Teachers' Emotional Labor Behaviors

This study examines the relationship between authentic leadership behaviors of school administrators and emotional labor behaviors of teachers. A total of 426 teachers working in Istanbul participated in the study. In this quantitative study using relational survey model, Demographic Information Form, Authentic Leadership Scale and Emotional Labor Scale were used in the data collection process. As a result of the study, it was found that teachers' emotional labor behaviors and deep acting sub-dimension did not differ significantly according to gender. However, they differed in the sub-dimensions of surface acting and genuine emotions. While there were significant differences in general emotional labor level and genuine emotions sub-dimension according to age variable, there were no significant differences in surface acting and deep acting sub-dimensions. It was observed that teachers who chose the teaching profession voluntarily had a higher level of genuine emotions than those who chose the teaching profession with the influence of family and environment. A positive relationship was found between self-awareness, balanced processing and an internalized moral perspective, sub-dimensions of authentic leadership, and emotional labor behaviors. No significant relationship was found between relational transparency and emotional labor behaviors.

Unveiling the potential of perceived authentic leadership to enhance followers’ moral intentions: a self-determination theory perspective

PurposeThe purpose of this study is to explore the effects of followers’ perceptions of their leaders’ authentic leadership behaviors on how followers become motivated to develop moral intention.Design/methodology/approachUsing field survey data (n = 337), exploratory factor analysis and multiple regression, the authors suggest that perceived authentic leadership positively affects followers’ moral intent. The authors tested a self-determination theory-based model to explain the mediations.FindingsThe authors found that perceived authentic leadership is related to employees’ autonomous moral motivation through basic psychological need satisfaction, which in turn predicts their moral capacities and moral intent.Originality/valueThis study is unique in that it has examined various motivational variables to explain the mechanism by which authentic leadership influences morality. In addition, this is also novel in empirically using the autonomous motivation construct in the moral domain to explain how employees may develop moral capacities over time, impacting their moral intent. This research is also unique in testing the relationship between all moral capacities proposed in the literature and moral intent. The theoretical implications, practical implications and avenues for further research are also discussed.

Authentic leadership – for better and for worse? Leader well-being and inconsistency as moderating factors in the relation between daily authentic leadership and follower well-being

ABSTRACT Despite comprehensive insights on favourable outcomes of authentic leadership for followers, there is a limited understanding about boundary conditions of authentic leadership. Leaders’ decreased well-being (i.e. high trait emotional irritation and low trait work engagement) or inconsistency in authentic leadership may attenuate the relation between authentic leadership and follower well-being (i.e. emotional irritation and work engagement). We tested these assumptions using a daily diary study design over five consecutive working days with a sample of 64 leaders and 162 followers. We found partial support for the cross-level moderation of authentic leadership inconsistency across these five days, as daily authentic leadership was related to daily work engagement (but not emotional irritation) of followers, when authentic leadership inconsistency was low. Contrary to our predictions, neither high leader trait emotional irritation nor low leader trait work engagement attenuated the relation between daily authentic leadership and daily follower well-being. The results point out to the importance of consistency in authentic leadership behaviour. However, leaders do not need to be overly concerned about negative consequences for followers when they lead authentically while having a reduced trait well-being.

Do Authentic Leadership And Organizational Citizenship Behavior Affect The Relationship Between Talent Management And Job Performance Among Teachers Of Private Sector Universities, Pakistan

The purpose of the research was to determine how talent management, authentic leadership, organizational citizenship behavior, and job performance are connected to one another. This research also looked at the link between talent management and job performance and the mediating roles that authentic leadership and organizational citizenship behavior play. Using the Organizational Citizenship Behaviour scale (Podsakoff, MacKenzie, Moorman, & Fetter, 1990), the Authentic Leadership scale (Walumbwa, Avolio, Gardner, Wernsing, & Peterson, 2008), the Job Performance scale (Goodman and Svyantek, 1999), and the talent management scale (Human Capital Institute, 2008), data were gathered from 539 teachers working in private institutions in the regions of Khyber Pakhtunkhwa, Balochestan, Punjab, and Sindh. According to the findings, there was a positive correlation between TM and AL (r =.496), TM and OCB (r =.391), and [1]TM and JP (r =.235). Additionally, a strong positive correlation between OCB and JP (r =.274) and AL and JP (r =.357) was also verified by the data. The inclusion of AL and OCB as mediators resulted in a drop in the regression coefficient of TM's impact on JP from 0.43 to 0.18. Therefore, the connection between TM and JP was partly mediated by AL and OCB.

The role of Authentic Leadership Behaviors in achieving Organizational Integrity An analytical study of the opinions of a sample of employees of the Najaf Governorate Office

تهدف الدراسة إلى كشف العلاقة والأثر لسلوكيات القيادة الأصيلة في تحقيق النزاهة التنظيمية, بدراسة تحليلية لآراء عينة من موظفي ديوان محافظة النجف الأشرف, ويأتي هذا لمحاولة ردم الفجوة المعرفية بينها, إذ تتمحور مشكلة الدراسة في عدم التوجه بشكل كافٍ لتحقيق النزاهة التنظيمية وذلك من خلال بعض التحديات والظروف والضغوط البيئية, لذا وضعت عدة تساؤلات تظهر محاولة الباحث لمعالجة المشكلة, وتتجسد أهمية الدراسة من خلال دور المهم النزاهة التنظيمية في المحافظة وانتعاشها إقتصادياً وعمرانياً وغير ذلك والمساهمة في تحقيق المشاريع, ولغرض جمع البيانات لتحقيق أهداف الدراسة واختبار فرضياتها تم اعتماد الاستبانة والتوزيع الشخصي على المستجيبين, إن مجتمع الدراسة بلغ (707) موظف, وكانت العينة المطلوبة منه (250) موظفاً, ومن أجل ضمان الاستمارات المطلوبة, تم توزيع (275) إستبانة, واسترجعت (250) إستبانة, مستوفية لشروط العينة المطلوبة, وصالحة للتحليل الإحصائي, بمعدل إستجابة بلغ (90.9%), وقد تم تحليل البيانات باستخدام برنامجي ( AMOS V. 25 & SPSS V. 26 )؛ إذ أكدت النتائج, التي توصل إليها الباحث على وجود علاقة إرتباط وتأثير عاليين, وذواتا دلالة معنوية بين متغيرات الدراسة. فضلاً عن اهم الاستنتاجات والتوصيات التي توصلت إليها الدراسة.

Modeling innovative work behavior through leadership behaviors in the hospitality industry; the role of work–family enrichment

PurposeThis study aims to examine authentic leadership behavior (ALB) and empowering leadership behavior (ELB) as predictors of innovative work behavior (IWB) while assessing the mediating role of work-family enrichment (WFE).Design/methodology/approachThrough the explanatory research design, data was retrieved from 303 respondents from 16 small-sized hotels in Ghana and analyzed quantitatively using descriptive and inferential statistics (hierarchical component analysis within PLS-SEM).FindingsThe study’s findings revealed that both ALB and ELB positively and significantly relate to IWB. Additionally, our study found that WFE partially mediated the nexus between ALB and IWB as well as ELB and IWB.Practical implicationsThe findings of our study imply that in the pursuit of excellence, ALB and ELB in the hospitality industry are crucial, as they not only nurture employee potential but also help employees to thrive both at home and at the workplace.Originality/valueThe hospitality literature lacks a comprehensive understanding of the underlying mechanism by which ALB and ELB influence IWB. To the best of the authors' knowledge, our study is the first empirical study conducted on ALB, ELB, WFE, and IWB in the hospitality industry.

The mediating role of psychological capital on the relationship between authentic leadership and innovative behaviour among Chinese nurses.

To explore the mediating role of psychological capital between authentic leadership and innovative behaviour among Chinese nurses. A cross-sectional study. In December 2021, online surveys were delivered among nurses from 37 hospitals in Anhui Province by convenience sampling approach. The data was collected using the Chinese version of the Authentic Leadership Questionnaire, Nurse Psychological Capital Questionnaire and Nurse Innovative Behaviour Scale. The structural equation model and bootstrap test examined the mediating role of psychological capital between authentic leadership and innovative behaviour. 3495 Chinese nurses from 37 Anhui Province hospitals participated in this study. The mean item score of authentic leadership was 3.25 (SD 0.83), psychological capital was 4.85 (SD 0.89), and innovative behaviour was 2.82 (SD 0.84). Authentic leadership perceived by nurses, psychological capital, and innovative behaviour were statistically significant and positively correlated with each other (r = 0.524 ~ 0.806, p < 0.01). Psychological capital significantly mediated the association between authentic leadership and innovative behaviour (β = 0.449, p < 0.001), and its mediating effect accounted for 76.75% of the total effect. Results suggest the importance of developing nurse managers' authentic leadership to foster nurses' psychological capital and innovation behaviour.

The Influence of Authentic Leadership Perception on Clinical Nurses’ Voice Behaviour and the Mediating Effect of Conscientiousness

Aims and Objectives. The objective of this study was to examine the impact of authentic leadership and conscientiousness on the voice behaviour exhibited by nurses. Background. Clinical nurses, being integral members of the medical system and actively engaged with patients and their families, possess significant influence in addressing various work-related issues and contribute significantly to the advancement of clinical services and the overall stability of hospitals within the nursing team. Consequently, it is imperative to prioritize the consideration of nurses’ recommendations in order to identify the factors that can effectively enhance their enthusiasm in vocalizing their concerns. Design. Data in this cross-sectional descriptive study were collected from March 2021 to August 2021 by the online survey method. Methods. A total of 679 Chinese nurses were surveyed with a Chinese Big Five Personality Inventory Brief Scale, an Authentic Leadership Scale, and a Voice Behaviour Scale. Because the data were normally distributed in our study, Pearson’s correlation coefficient (r) was used to conduct the correlation analysis of the study variables. The structural equation model was used to examine the mediating role of conscientiousness. Results. The results showed that the influencing factors of nurses’ voice behavior were education background, employment mode, nursing seniority, and monthly income (p&lt;0.05). In addition, authentic leadership, conscientiousness, and voice behaviour were significantly positively correlated (the correlation coefficients are 0.632 and 0.630, respectively, p&lt;0.05). Conscientiousness plays a partial mediating role in authentic leadership. Conclusion. Authentic leadership was the key to improving the voice behaviour of nurses; as a mediating mechanism, conscientiousness further explained how authentic leadership promoted the voice behaviour of nurses. The effects of authentic leadership, conscientiousness, and voice behaviour could be used to guide the management of clinical nurses. In particular, the authentic leadership style perceived by nurses and the conscientiousness of nurses would contribute to the generation of voice behaviour.

Applying Organizational Psychology Principles for Positive Workplace Outcomes

Purpose: This study aims to apply organizational psychology principles to foster positive workplace outcomes. It focuses on developing practical interventions that integrate theoretical and empirical findings from organizational psychology to enhance organizational effectiveness, employee well-being, and overall productivity. Key areas explored include employee engagement, job design, organizational justice, teamwork, and leadership development. Research Design and Methodology: This research employs a qualitative approach, primarily through a literature study, to explore organizational psychology principles. A comprehensive literature search strategy was implemented using academic databases such as PubMed, PsycINFO, and Google Scholar to identify relevant peer-reviewed articles, books, and other scholarly sources. Thematic and content analyses were used to interpret the collected data. Findings and Discussion: The findings indicate that effective leadership, employee engagement, a positive organizational culture, and organizational justice are critical pillars in shaping a healthy and productive work environment. Transformational and authentic leadership significantly enhance employee motivation and performance. High employee engagement is associated with greater job satisfaction, higher productivity, and increased loyalty. A positive organizational culture promoting trust and collaboration enhances employee engagement and organizational outcomes. Organizational justice—procedural, distributive, and interactional—contributes to improved perceptions of fairness, trust, and employee commitment. Implications: The practical implications emphasize the importance of leadership development programs focusing on transformational and authentic leadership behaviors, efforts to foster a supportive organizational culture, and the implementation of fair policies and procedures to build employee trust and commitment. Future research should explore the long-term effects of these principles in diverse organizational contexts.

Authentic Leadership: A Quantitative Study of the Effect of Authentic Leadership on Group Cohesion and Work Engagement in Student Organizations in Mexico

Purpose: The purpose of this study was to develop an empirical investigation and discover quantitative evidence for the relationship between authentic leadership, group cohesion, and work engagement. Theoretical framework: Authentic leadership has caught researchers’ attention, and it has gained recognition and position within leadership studies. The authentic leadership construct includes four dimensions: (a) self-awareness, which refers to how leaders understand their strengths and weaknesses and the motives they exposure to others; (b) balance processing, which refers to how leaders analyze all relevant data before coming to a decision; (c) internalized moral perspective, which refers to how leaders make decisions based on values and high internal ethical standards; and (d) relational transparency, which refers to how leaders are open in presenting one’s true self to others. Methods: Utilizing previously validated instruments, the Authentic Leadership Questionnaire (ALQ; Walumbwa et al., 2008), the Perceived Cohesion Scale (PCS; Bollen &amp; Hoyle, 1990), and the Utrecht Work Engagement Scale (UWES; Schaufeli &amp; Bakker, 2004). This study explored whether or not a relationship exists between authentic leadership behaviors of the leader (as perceived by the group members) and group cohesion and work engagement (as reported by the group members) within the Mexican context. Results and conclusions: Using a sample of 226 participants who are members of student organizations (N = 226), it was clearly demonstrated that there is a positive relationship between the authentic leadership behaviors of the leader and the members’ group cohesion (r = .56, β = .54, p = .000) and that there is a positive relationship between the authentic leadership behaviors of the leader and the members’ work engagement (r = .54, β = .54, p = .000). The study’s findings demonstrate the need to advance the research of authentic leadership in Mexico and Latin America. Findings implication: Authentic leadership’s predictive capacity it is still in the developmental phase. The study’s findings offer more evidence and new data to scholars in the leadership field that will help them better analyze the relationship that exists between authentic leadership, group cohesion, and work engagement. Uniqueness/ value: This study represents one of the first investigations of authentic leadership in Mexico and Latin America, and it has some leadership implications within teams and small groups.

Effect of authentic leadership on Nurses’ psychological distress and turnover intention

BackgroundAt healthcare institutions, authentic leadership style has a crucial role in creating a positive work environment where nurses show higher levels of engagement and less intent to leave their jobs in environments where authentic leadership has been exhibited. AimThisstudysoughttoinvestigate authentic leadership effects on nurses’ psychological distress and their turnover intention. DesignA cross-sectional descriptive study. SettingsThe study was conducted at Kafr Elsheikh University hospitals in Egypt. ParticipantsNurses working at Kafr Elsheikh University hospitals in Egypt were enrolled (N = 285). MethodsAuthentic leadership self-assessment questionnaire, Kessler psychological distress scale, and Michaels and Spector’s (1982) 3-item scale to measure turnover intentions were used. ResultsAuthentic leadership style has a statistically significant negative relationship with psychological distress (r = -0.28), and turnover intention was found (r = -0.18) retrospectively. Whereas the results indicated that there is a statistically significant positive relationship between psychological distress and turnover intention (r = 0.52). ConclusionThis study provided additional knowledge about authentic leadership behaviors’ role in promoting psychological well-being, decreased level of nurses’ psychological distress, and their intention to leave their work.

Evaluating the Impact of Authentic Leadership Behavior on Ocb (Organisational Citizenship Behavior) Performance: A Study of Higher Education Institutions.

Evaluating the Impact of Authentic Leadership Behavior on Ocb (Organisational Citizenship Behavior) Performance: A Study of Higher Education Institutions.

Filistin Eğitim Kurumlarında Otantik Liderlik Davranışlarını Geliştirmek

This study aimed to pinpoint the notions and characteristics of authentic leadership showing the degree of practicing it among secondary education. To this end, it offers a comprehensive vision that reinforces the authentic leadership behaviors in secondary education in Palestine. The data of the study was collected from secondary school teachers in the Gaza Strip, and the study sample consisted of (N=477) teachers. As for the study tool the researcher used the Arabic version of the authentic leadership scale developed by ALQ Avolio and colleagues (2007). To test the hypotheses of the study, the researcher analyzes the data obtained with the scales with descriptive methods.&#x0D; Based on the research results, it was determined that the authentic leadership behaviors exhibited a moderate degree in secondary schools, this result shows that there is a need to enhance authentic leadership behaviors in educational Institutions. Furthermore, there were no variations in authentic leadership behaviors levels among the schools based on gender (male, female). However, disparities do emerge in the “Balanced Processing” and “Self-awareness” dimensions, where male participants excel in terms of balanced processing skills and self-awareness capabilities. As for educational type (Science, Literature), there were no variations in authentic leadership behaviors. Although no significant disparities were found in the Relational transparency, Balanced Processing, and Internalized moral perspective dimension, a significant difference was detected in the “Self-awareness” dimension. This outcome suggests that participants with a science education background tend to have stronger opinions in the self-awareness dimension compared to those with a literature education background.

Comparative Study of the Impact of Authentic Leadership on Organizational Commitment of Public and Private Secondary School Teachers

This comparative study was conducted to investigate the influence of authentic leadership on the organizational commitment of secondary school teachers. The study focuses on both public and private secondary schools, recognizing the distinct contextual factors that may shape the relationship between authentic leadership and organizational commitment in these two sectors. This study aimed to bridge the gap by exploring the potential impact of authentic leadership behaviors exhibited by school principals on the organizational commitment of teachers, while considering potential variations between the public and private school contexts. A mixed method was employed. Data collection involved surveys, interviews, and document analysis. The findings suggest that authentic leadership plays a crucial role in influencing teachers' affective and normative commitment levels in both public and private secondary schools in the KP region. The implications of these findings are significant for educational policymakers, school administrators, and leadership development programs. Strengthening authentic leadership behaviors among school principals could foster higher levels of organizational commitment among teachers, contributing to improved educational outcomes and teacher well-being. The study underscores the need for tailored approaches in enhancing authentic leadership practices based on the specific sector; thereby promoting a more committed and engaged teaching workforce in Khyber Pakhtunkhwa. Further research avenues and recommendations are discussed in light of the study's outcomes.

Leadership effectiveness through coaching: Authentic and change-oriented leadership.

There has been an increasing shift towards individually owned leader development programs within organizations. Whilst leadership coaching is one of these and is gaining in popularity, the mechanisms of its effect remain poorly understood. We develop and investigate a model in which leadership coaching enhances leader effectiveness through coaching's positive effect on authentic and change-oriented leadership behaviours as well as self-efficacy. To assess the model, multi-source data were collected for organizational leaders (N = 70) pre- and post-coaching. To investigate mechanisms of coaching's effect, relations between latent change scores were assessed in structural equation modelling using partial least squares indicating that after accounting for base-line scores, coaching-related increases in authentic leadership behaviour has the largest total effect on leadership effectiveness.

The mediating role of psychological capital on the relationship between authentic leadership and nurses’ caring behavior: a cross-sectional study

BackgroundCaring behavior among nurses would have an impact on patient outcomes. External organizational job resources and personal internal psychological resources are correlated to nurses’ caring behavior. Authentic leadership and psychological capital were shown to be correlated with nurses’ caring behavior in previous studies. However, the relationships among the three are nevertheless unclear. This study aimed to examine if psychological capital could act as a mediator between nursing managers’ authentic leadership and nurses’ caring behavior.MethodsIn December 2021, a total of 3,662 nurses were recruited from 37 hospitals in Anhui Province, China. They filled out online surveys, including general demographic information, the Authentic Leadership Questionnaire, the Psychological Capital Questionnaire, and the Caring Behavior Inventory. Structural Equation Modeling and the bootstrapping procedure were used to examine the mediating role of psychological capital.ResultsThe scores of authentic leadership, psychological capital, and caring behavior of 3,495 nurses were 52.04 ± 13.24, 96.89 ± 17.78, and 104.28 ± 17.01, respectively. Psychological capital significantly mediated the relationship between authentic leadership and nurses’ caring behavior (β = 0.378, p < 0.001, 95% confidence interval: 0.350 ~ 0.402), which made up 78.75% of the total impact (0.480).ConclusionThe findings of this study suggested that nursing managers should develop an authentic leadership style, which can effectively improve nurses’ caring behaviors toward patients in clinical practice. Meanwhile, nursing leaders should strengthen nurses’ psychological evaluation and training, and promote nurses’ caring behavior in clinical settings.

Authentic leadership, psychological capital, acceptance of change, and innovative work behaviour in non‐profit organisations

AbstractThis paper examines whether authentic leadership provides the resources employees need to build their psychological capacities and well‐being so that they can embrace organisational change and engage in innovative work behaviour (IWB) within non‐profit organisation (NPO). The paper builds on previous research examining the antecedents of IWB such as ‘innovation‐enabling culture’ and psychological capital (PsyCap). The new variables examined in this study are authentic leadership and acceptance of change. Utilising a structural equation modelling methodology, 248 surveys from Australian not‐for‐profit employees were analysed revealing that authentic leadership accounted for more than a fifth of the variance of PsyCap; PsyCap, age, and authentic leadership accounted for 40% of employees’ well‐being; and age, leadership, and acceptance of change accounted for a quarter of their IWB, although acceptance of change was not directly related to IWB. The main contribution of this paper is in explaining why authentic leadership is an important ingredient for building an ‘innovation‐enabling culture’ for NPO employees, suggesting that such leadership provides a pathway for developing effective workplace relationships built on trust and ethical decision making. Such behaviour builds a supportive culture for developing employees’ personal resources, which promotes the conditions for promoting IWB.Points for practitioners Authentic leadership behaviour provides a platform for developing the psychological capacities of employees in non‐profit organisations (NPOs) contracted to deliver social services to Australians. Authentic leadership behaviours and psychological capital enhance employees’ well‐being. Authentic leadership behaviours and psychological capital are significant building blocks of an innovation‐enabling culture in NPOs.

Authentic leadership and organizational citizenship behaviors: How do harmonious passion and obsessive passion mediate?

PurposeAmong different leadership styles, scant hospitality researchers have studied the link between authentic leadership and organizational citizenship behaviors (OCBs). This article examined the associations among authentic leadership, job passion, and OCBs and examined the mediation effect of job passion.Design/methodology/approachQuestionnaires were distributed to 314 Taiwan's hotel employees. Structural equation modeling was performed to examine the hypotheses of this study.FindingsThe results indicated that authentic leadership positively affects harmonious and obsessive passion and that harmonious passion positively affects OCBs directed to individuals (OCBI) and OCBs directed to the organization (OCBO), whereas obsessive passion positively affects OCBI. Furthermore, harmonious passion mediates the linkage between authentic leadership and OCBs (both OCBI and OCBO), whereas obsessive passion only mediates the linkage between authentic leadership and OCBI.Practical implicationsTraining programs for hotel managers should incorporate courses on authentic leadership to strengthen managers' skills. Succession plans for managers should prioritize the promotion and retention of candidates with authentic leadership traits. Furthermore, managers should use authentic leadership to create a transparent employee incentive system and career development plans, thereby creating a workplace with fair rewards and opportunities for promotion.Originality/valueThe major contribution is that it expands the knowledge of hospitality leadership and determines the linkages among authentic leadership, job passion, and OCBs. Furthermore, job passion was revealed as a mediator in the authentic leadership–OCB association.