How Employee Authenticity Shapes Work Attitudes and Behaviors: the Mediating Role of Psychological Capital and the Moderating Role of Leader Authenticity
Abstract Taking a resource perspective, we examined the relationships between employee authenticity and work attitudes/behaviors, focusing especially on the mediating role of psychological capital and the moderating role of leader authenticity. Data were collected with a three-wave survey administer...
Ausführliche Beschreibung
Gespeichert in:
| Autor*in: |
Song, Lili [verfasserIn] |
|---|
| Format: |
Artikel |
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| Sprache: |
Englisch |
| Erschienen: |
2020 |
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| Schlagwörter: |
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| Anmerkung: |
© Springer Science+Business Media, LLC, part of Springer Nature 2020 |
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| Übergeordnetes Werk: |
Enthalten in: Journal of business and psychology - Springer US, 1986, 36(2020), 6 vom: 19. Nov., Seite 1125-1136 |
|---|---|
| Übergeordnetes Werk: |
volume:36 ; year:2020 ; number:6 ; day:19 ; month:11 ; pages:1125-1136 |
| Links: |
|---|
| DOI / URN: |
10.1007/s10869-020-09725-0 |
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OLC207742379X |
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| 520 | |a Abstract Taking a resource perspective, we examined the relationships between employee authenticity and work attitudes/behaviors, focusing especially on the mediating role of psychological capital and the moderating role of leader authenticity. Data were collected with a three-wave survey administered to a sample of 588 employees from a biological manufacturing company in eastern China. Our results showed that employee authenticity can promote positive work attitudes/behaviors and inhibit negative ones among employees. The underlying mechanism is that employee authenticity can be converted into psychological capital, which is a positive psychological resource, and can further shape employee work attitudes and behaviors. Additionally, leader authenticity, as a job resource in the work environment, strengthens this conversion. The theoretical and practical implications of these findings are discussed. | ||
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Abstract Taking a resource perspective, we examined the relationships between employee authenticity and work attitudes/behaviors, focusing especially on the mediating role of psychological capital and the moderating role of leader authenticity. Data were collected with a three-wave survey administered to a sample of 588 employees from a biological manufacturing company in eastern China. Our results showed that employee authenticity can promote positive work attitudes/behaviors and inhibit negative ones among employees. The underlying mechanism is that employee authenticity can be converted into psychological capital, which is a positive psychological resource, and can further shape employee work attitudes and behaviors. Additionally, leader authenticity, as a job resource in the work environment, strengthens this conversion. The theoretical and practical implications of these findings are discussed. © Springer Science+Business Media, LLC, part of Springer Nature 2020 |
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<?xml version="1.0" encoding="UTF-8"?><collection xmlns="http://www.loc.gov/MARC21/slim"><record><leader>01000caa a22002652 4500</leader><controlfield tag="001">OLC207742379X</controlfield><controlfield tag="003">DE-627</controlfield><controlfield tag="005">20230505145552.0</controlfield><controlfield tag="007">tu</controlfield><controlfield tag="008">221220s2020 xx ||||| 00| ||eng c</controlfield><datafield tag="024" ind1="7" ind2=" "><subfield code="a">10.1007/s10869-020-09725-0</subfield><subfield code="2">doi</subfield></datafield><datafield tag="035" ind1=" " ind2=" "><subfield code="a">(DE-627)OLC207742379X</subfield></datafield><datafield tag="035" ind1=" " ind2=" "><subfield code="a">(DE-He213)s10869-020-09725-0-p</subfield></datafield><datafield tag="040" ind1=" " ind2=" "><subfield code="a">DE-627</subfield><subfield code="b">ger</subfield><subfield code="c">DE-627</subfield><subfield code="e">rakwb</subfield></datafield><datafield tag="041" ind1=" " ind2=" "><subfield code="a">eng</subfield></datafield><datafield tag="082" ind1="0" ind2="4"><subfield code="a">150</subfield><subfield code="q">VZ</subfield></datafield><datafield tag="084" ind1=" " ind2=" "><subfield code="a">5,2</subfield><subfield code="a">3,2</subfield><subfield code="2">ssgn</subfield></datafield><datafield tag="100" ind1="1" ind2=" "><subfield code="a">Song, Lili</subfield><subfield code="e">verfasserin</subfield><subfield code="4">aut</subfield></datafield><datafield tag="245" ind1="1" ind2="0"><subfield code="a">How Employee Authenticity Shapes Work Attitudes and Behaviors: the Mediating Role of Psychological Capital and the Moderating Role of Leader Authenticity</subfield></datafield><datafield tag="264" ind1=" " ind2="1"><subfield code="c">2020</subfield></datafield><datafield tag="336" ind1=" " ind2=" "><subfield code="a">Text</subfield><subfield code="b">txt</subfield><subfield code="2">rdacontent</subfield></datafield><datafield tag="337" ind1=" " ind2=" "><subfield code="a">ohne Hilfsmittel zu benutzen</subfield><subfield code="b">n</subfield><subfield code="2">rdamedia</subfield></datafield><datafield tag="338" ind1=" " ind2=" "><subfield code="a">Band</subfield><subfield code="b">nc</subfield><subfield code="2">rdacarrier</subfield></datafield><datafield tag="500" ind1=" " ind2=" "><subfield code="a">© Springer Science+Business Media, LLC, part of Springer Nature 2020</subfield></datafield><datafield tag="520" ind1=" " ind2=" "><subfield code="a">Abstract Taking a resource perspective, we examined the relationships between employee authenticity and work attitudes/behaviors, focusing especially on the mediating role of psychological capital and the moderating role of leader authenticity. Data were collected with a three-wave survey administered to a sample of 588 employees from a biological manufacturing company in eastern China. Our results showed that employee authenticity can promote positive work attitudes/behaviors and inhibit negative ones among employees. The underlying mechanism is that employee authenticity can be converted into psychological capital, which is a positive psychological resource, and can further shape employee work attitudes and behaviors. Additionally, leader authenticity, as a job resource in the work environment, strengthens this conversion. 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