This study aims to examine the relationship between authentic leadership and employee proactive behavior. Based on self-determination theory, we argue that such a relationship is sequentially mediated by psychological...This study aims to examine the relationship between authentic leadership and employee proactive behavior. Based on self-determination theory, we argue that such a relationship is sequentially mediated by psychological empowerment and core self-evaluations. In addition, political skill plays a moderating role in the third stage. These hypotheses are validated by a sample of 65 leaders and 275 subordinates from two private enterprises in China's Mainland. Results show that authentic leadership Clime I） influences employees＇ proactive behavior Clime 3） through the psychological empowerment （Time I） and core self-evaluations of employees （Time 2）, and the relationship between core self-evaluations and proactive behavior is positively moderated by employees＇ political skill. In addition, bootstrapping results also verify the moderating role played by employees＇ political skill in the indirect relationship between authentic leadership and proactive behavior through core self-evaluations. Theoretical and managerial implications are further discussed in the light of these findings.展开更多
Informed by implicit leadership theories, this study investigates contemporary Chinese employees＇ preferences for paternalistic leadership （including three components： moral leadership, benevolent leadership and au...Informed by implicit leadership theories, this study investigates contemporary Chinese employees＇ preferences for paternalistic leadership （including three components： moral leadership, benevolent leadership and authoritarian leadership） and transformational leadership. It further examines the relationship between power distance orientation, core self-evaluation （CSE） and leadership preferences. The study finds that contemporary Chinese employees most prefer moral leadership, but are also highly receptive to transformational leadership. They prefer authoritarian leadership least. Moreover, preferences for authoritarian leadership are predicated on followers＇ power distance orientation. However, the opposite is true for moral leadership. CSE is positively related to followers＇ preference for authoritarian leadership, benevolent leadership and transformational leadership, but not except for moral leadership. A positive interaction effect is found between power distance orientation and CSE with regard to authoritarian leadership preference. The theoretical and practical implications of the findings are discussed.展开更多
文摘This study aims to examine the relationship between authentic leadership and employee proactive behavior. Based on self-determination theory, we argue that such a relationship is sequentially mediated by psychological empowerment and core self-evaluations. In addition, political skill plays a moderating role in the third stage. These hypotheses are validated by a sample of 65 leaders and 275 subordinates from two private enterprises in China's Mainland. Results show that authentic leadership Clime I） influences employees＇ proactive behavior Clime 3） through the psychological empowerment （Time I） and core self-evaluations of employees （Time 2）, and the relationship between core self-evaluations and proactive behavior is positively moderated by employees＇ political skill. In addition, bootstrapping results also verify the moderating role played by employees＇ political skill in the indirect relationship between authentic leadership and proactive behavior through core self-evaluations. Theoretical and managerial implications are further discussed in the light of these findings.
文摘Informed by implicit leadership theories, this study investigates contemporary Chinese employees＇ preferences for paternalistic leadership （including three components： moral leadership, benevolent leadership and authoritarian leadership） and transformational leadership. It further examines the relationship between power distance orientation, core self-evaluation （CSE） and leadership preferences. The study finds that contemporary Chinese employees most prefer moral leadership, but are also highly receptive to transformational leadership. They prefer authoritarian leadership least. Moreover, preferences for authoritarian leadership are predicated on followers＇ power distance orientation. However, the opposite is true for moral leadership. CSE is positively related to followers＇ preference for authoritarian leadership, benevolent leadership and transformational leadership, but not except for moral leadership. A positive interaction effect is found between power distance orientation and CSE with regard to authoritarian leadership preference. The theoretical and practical implications of the findings are discussed.
