Unpacking the dynamics of authentic leadership in shaping employee-felt obligation through moderated mediation

No abstract is available for this paper.

• Publication year

  2025

• Venue

  Discover Psychology

• Publication date

  2025-07-01

• Fields of study

  Not labeled

• Identifiers
  DOI 10.1007/s44202-025-00363-2
• External record

  Open on Semantic Scholar

• Source metadata

  Semantic Scholar

• No claims are published for this paper.

• No concepts are published for this paper.

• Coping with uncertainty: The interaction of psychological safety and authentic leadership in their effects on defensive decision making

  2025cited by this paper
• Can authentic leadership benefit employees in all situations? The interaction effect of authentic leadership and team conflict on employee creativity

  2025cited by this paper
• Beyond Leadership: How Transformational Leaders Foster Organizational Citizenship and Engagement through Psychological Empowerment

  2025cited by this paper
• Person-job fit on work engagement with meaningful work as mediator

  2024cited by this paper
• Authentic Leadership, Motivating Language, Psychological Empowerment, and Work Engagement: A Serial Mediation Model

  2024cited by this paper
• Authentic leadership and motivation as moderators of the organizational politics–knowledge sharing relationship: A test amidst crisis

  2024cited by this paper
• Unlocking the relationship between authentic leadership and organizational citizenship behavior: the key roles of organizational support and identification

  2024cited by this paper
• The impact of core self-evaluations and person-job fit on work-related outcomes

  2024cited by this paper
• Authentic leadership and employee resilience during the COVID-19: The role of flow, organizational identification, and trust

  2023cited by this paper
• One Size Fits All? Exploring Motivation for Public Employees With a Job Fit Framework and Response Surface Analysis

  2023influential reference
• How does empowering leadership promote employee creativity? The sequential mediating mechanism of felt obligation for constructive change and job crafting

  2023cited by this paper
• Linking person–job fit and intrinsic motivation to salespeople’s service innovative behavior

  2023cited by this paper
• Does Felt Obligation or Gratitude Better Explain the Relationship Between Perceived Organizational Support and Outcomes?

  2023cited by this paper
• Data quality in online human-subjects research: Comparisons between MTurk, Prolific, CloudResearch, Qualtrics, and SONA

  2023cited by this paper
• Antecedents of organizational identification: implications for employee performance

  2022cited by this paper
• Nurses’ feeling trusted and knowledge hiding: The role of psychological safety, felt obligation and traditionality

  2022cited by this paper
• How Moral Identity Inhibits Employee Silence Behavior: The Roles of Felt Obligation and Corporate Social Responsibility Perception

  2022cited by this paper
• How different forms of job crafting relate to job satisfaction: The role of person-job fit and age

  2021cited by this paper
• Authentic leadership theory: The case for and against

  2021cited by this paper
• Social Categorization

  2021cited by this paper
• Did people really drink bleach to prevent COVID-19? A guide for protecting survey data against problematic respondents

  2020cited by this paper
• “I Don’t Owe You, But I Am Committed”: Does Felt Obligation Matter on the Effect of Green Training on Employee Environmental Commitment?

  2020cited by this paper
• Ethical Climate(s), Organizational Identification, and Employees’ Behavior

  2019cited by this paper
• How communication climate and organizational identification impact change

  2019cited by this paper
• Role of employee felt obligation and endorsement of the just world hypothesis: A social exchange theory investigation in an organizational justice context

  2019cited by this paper
• Authentic leadership and employee job behaviors: The mediating role of relational and organizational identification and the moderating role of LMX

  2018cited by this paper
• Doing Good Is Not Enough, You Should Have Been Authentic: Organizational Identification, Authentic Leadership and CSR

  2018influential reference
• Public service motivation and performance: The role of organizational identification

  2018cited by this paper
• The importance of group-focused transformational leadership and felt obligation for helping and group performance

  2018cited by this paper
• Prolific.ac—A subject pool for online experiments

  2017cited by this paper
• The effects of authentic leadership, organizational identification, and occupational coping self-efficacy on new graduate nurses' job turnover intentions in Canada.

  2017cited by this paper
• Authentic leadership and intrapreneurial behavior: cross-level analysis of the mediator effect of organizational identification and empowerment

  2016cited by this paper
• Discriminant validity testing in marketing: an analysis, causes for concern, and proposed remedies

  2016cited by this paper
• Authentic Leadership and Whistleblowing: Mediating Roles of Psychological Safety and Personal Identification

  2015cited by this paper
• The Effect of Organizational Justice and Perceived Organizational Support on Organizational Citizenship Behaviors: The Mediating Role of Organizational Identification

  2015influential reference
• Authenticity

  2014cited by this paper
• Explaining task performance and creativity from perceived organizational support theory: Which mechanisms are more important?

  2013cited by this paper
• HOW CAN AUTHENTIC LEADERS CREATE ORGANIZATIONAL IDENTIFICATION ? AN EMPIRICAL STUDY ON TURKISH EMPLOYEES

  2012cited by this paper
• Authentic leadership: A review of the literature and research agenda

  2011cited by this paper
• The Authentic Leadership Inventory (ALI): Development and empirical tests

  2011cited by this paper
• Longitudinal Research: The Theory, Design, and Analysis of Change

  2010cited by this paper
• Do they [all] see my true self? Leader's relational authenticity and followers' assessments of transformational leadership

  2010influential reference
• The “point” of positive organizational behavior

  2009cited by this paper
• Authentic Leadership: Development and Validation of a Theory-Based Measure†

  2008influential reference
• Perceived Organizational Support as a Mediator between Relational Exchange and Organizational Identification.

  2008cited by this paper
• Identification in Organizations: An Examination of Four Fundamental Questions

  2008cited by this paper
• Cross-Sectional versus Longitudinal Survey Research: Concepts, Findings, and Guidelines

  2008cited by this paper
• Commitment before and after: An evaluation and reconceptualization of organizational commitment

  2007cited by this paper
• Structural equation modelling : Adjudging model fit

  2007influential reference
• Addressing Moderated Mediation Hypotheses: Theory, Methods, and Prescriptions

  2007cited by this paper
• Method Variance in Organizational Research

  2006cited by this paper
• Foci of attachment in organizations: A meta-analytic comparison of the strength and correlates of workgroup versus organizational identification and commitment

  2005cited by this paper
• CONSEQUENCES OF INDIVIDUALS' FIT AT WORK: A META-ANALYSIS OF PERSON-JOB, PERSON-ORGANIZATION, PERSON-GROUP, AND PERSON-SUPERVISOR FIT

  2005influential reference
• “Can you see the real me?” A self-based model of authentic leader and follower development

  2005cited by this paper
• Authentic leadership and eudaemonic well-being: Understanding leader-follower outcomes

  2005influential reference
• Unlocking the mask: a look at the process by which authentic leaders impact follower attitudes and behaviors

  2004influential reference
• The Social Identity Theory of Intergroup Behavior.

  2004cited by this paper
• Authentic Leadership: Rediscovering the Secrets to Creating Lasting Value

  2003cited by this paper
• Common method biases in behavioral research: a critical review of the literature and recommended remedies.

  2003cited by this paper
• Perceived organizational support and psychological contracts: a theoretical integration

  2003cited by this paper
• Perceived organizational support: a review of the literature.

  2002cited by this paper
• Mediation in experimental and nonexperimental studies: new procedures and recommendations.

  2002influential reference
• The convergent and discriminant validity of subjective fit perceptions.

  2002cited by this paper
• Is job search related to employment quality? It all depends on the fit.

  2002cited by this paper
• Reciprocation of perceived organizational support.

  2001influential reference
• THE IMPACT OF EMPLOYEE COMMUNICATION AND PERCEIVED EXTERNAL PRESTIGE ON ORGANIZATIONAL IDENTIFICATION

  2000cited by this paper
• Organizational Citizenship Behavior: Construct Redefinition, Measurement, and Validation

  1994cited by this paper
• Person-job fit:: A conceptual integration, literature review, and methodological critique.

  1991influential reference
• Social identity theory and the organization

  1989influential reference
• The moderator-mediator variable distinction in social psychological research: conceptual, strategic, and statistical considerations.

  1986influential reference
• Evaluating Structural Equation Models with Unobservable Variables and Measurement Error

  1981influential reference
• An integrative theory of intergroup conflict.

  1979influential reference
• Administrative Behavior: A Study of Decision-Making Processes in Administrative Organization.

  1959cited by this paper

• How do Nursing Staff's Personal and Professional Experiences, Demographics, and Career Stage Influence Their Perceptions of Authentic Leadership?

  2026cites this paper