Team Level Antecedents and Consequences of Authentic Leadership: Moderated-Mediation Model | ||||
| المجلة العربية للإدارة | ||||
| Articles in Press, Accepted Manuscript, Available Online from 13 February 2025 PDF (543.01 K) | ||||
| Document Type: بحوث باللغة الإنجلیزیة | ||||
| DOI: 10.21608/aja.2025.353412.1782 | ||||
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| Authors | ||||
Mohamed Ahmed Ali Nemr 1; Tarek Mohamed Ali  1, 2
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| 1Sohag University, Faculty of Commerce, Business Department | ||||
| 2Faculty of Economics, Business and Political Science Business, department, British University in Egypt | ||||
| Abstract | ||||
| This study employs a moderated-mediation model to investigate the influence mechanism of leaders’ moral courage and the cynicism climate on followers’ perceptions of authentic leadership. It further examines how followers’ perceptions shape team-level behaviors, specifically group organizational citizenship behaviors and group counterproductive work behaviors. Grounded in attribution theory, the hypothesized model was designed. A cross-sectional survey was conducted to collect data from 604 academic staff across 146 teams at a public university. The findings reveal a positive relationship between leaders’ moral courage and perceived authentic leadership, moderated by the cynicism climate. Perceived authentic leadership is positively associated with group organizational citizenship behaviors and negatively related to group counterproductive work behaviors. This study addresses a gap in the current literature by examining the impact of followers’ perceptions of authentic leadership on team behaviors, with a focus on the role of “leader’s moral courage” and the “climate of cynicism” in shaping these perceptions. By applying the fundamental principles of attribution theory to human resource management and leadership, this study enhances leaders’ understanding of how followers interpret authentic leadership and offers insights into the mechanisms shaping these perceptions within public universities. | ||||
| Keywords | ||||
| Leader Moral Courage; Authentic Leadership; Cynicism Climate; Group Organizational Citizenship Behaviors; Group Counterproductive Work Behaviors; Attribution Theory | ||||
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