Linking leader authentic personality to employee voice behaviour: a multilevel mediation model of authentic leadership development
基于自我一致性和自我概念理论，研究了领导者真实人格如何通过真实领导力和组织自尊的中介作用影响员工建言行为，对台湾408对上下级样本的分析支持了该模型。
Drawing on self-consistency and self-concept-based theories, this study examined the antecedents and outcomes of authentic leadership. Specifically, the mediating roles that authentic leadership and organization-based self-esteem (OBSE) play in translating leader authentic personality into employee voice behaviour were investigated. The results, from a sample of 408 subordinate–supervisor dyads from Taiwan, provide evidence of a positive relationship for leader authentic personality with direct reports' ratings of the leaders' authentic leadership. In addition, authentic leadership was found to influence subordinates' voice behaviour, as rated by subordinates' immediate supervisors; notably, this relationship was partially mediated by the subordinates' perceptions of OBSE. Furthermore, leader authentic personality was indirectly related to subordinates' voice behaviour through the mediating influence of authentic leadership and, in turn, subordinates' perceptions of OBSE. The implications of these results for leadership research and practice, as well as directions for future research, are also presented in this paper.