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] Wang, Yong [verfasserIn] Zhao, Yukun [verfasserIn] |
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| Format: |
E-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 - Dordrecht [u.a.] : Springer Science + Business Media B.V, 1986, 36(2020), 6 vom: 19. Nov., Seite 1125-1136 |
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| Übergeordnetes Werk: |
volume:36 ; year:2020 ; number:6 ; day:19 ; month:11 ; pages:1125-1136 |
| Links: |
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| DOI / URN: |
10.1007/s10869-020-09725-0 |
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SPR045553122 |
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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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10.1007/s10869-020-09725-0 doi (DE-627)SPR045553122 (SPR)s10869-020-09725-0-e DE-627 ger DE-627 rakwb eng 150 ASE 85.05 bkl Song, Lili verfasserin aut How Employee Authenticity Shapes Work Attitudes and Behaviors: the Mediating Role of Psychological Capital and the Moderating Role of Leader Authenticity 2020 Text txt rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier © Springer Science+Business Media, LLC, part of Springer Nature 2020 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. Employee authenticity (dpeaa)DE-He213 Leader authenticity (dpeaa)DE-He213 Psychological capital (dpeaa)DE-He213 Work attitudes and behaviors (dpeaa)DE-He213 Wang, Yong verfasserin aut Zhao, Yukun verfasserin aut Enthalten in Journal of business and psychology Dordrecht [u.a.] : Springer Science + Business Media B.V, 1986 36(2020), 6 vom: 19. Nov., Seite 1125-1136 (DE-627)320573206 (DE-600)2016738-6 1573-353X nnns volume:36 year:2020 number:6 day:19 month:11 pages:1125-1136 https://dx.doi.org/10.1007/s10869-020-09725-0 lizenzpflichtig Volltext GBV_USEFLAG_A SYSFLAG_A GBV_SPRINGER GBV_ILN_11 GBV_ILN_20 GBV_ILN_22 GBV_ILN_23 GBV_ILN_24 GBV_ILN_31 GBV_ILN_32 GBV_ILN_39 GBV_ILN_40 GBV_ILN_60 GBV_ILN_62 GBV_ILN_63 GBV_ILN_69 GBV_ILN_70 GBV_ILN_73 GBV_ILN_74 GBV_ILN_90 GBV_ILN_95 GBV_ILN_100 GBV_ILN_101 GBV_ILN_105 GBV_ILN_110 GBV_ILN_120 GBV_ILN_138 GBV_ILN_150 GBV_ILN_151 GBV_ILN_152 GBV_ILN_161 GBV_ILN_170 GBV_ILN_171 GBV_ILN_187 GBV_ILN_213 GBV_ILN_224 GBV_ILN_230 GBV_ILN_250 GBV_ILN_281 GBV_ILN_285 GBV_ILN_293 GBV_ILN_370 GBV_ILN_374 GBV_ILN_602 GBV_ILN_636 GBV_ILN_702 GBV_ILN_2001 GBV_ILN_2003 GBV_ILN_2004 GBV_ILN_2005 GBV_ILN_2006 GBV_ILN_2007 GBV_ILN_2008 GBV_ILN_2009 GBV_ILN_2010 GBV_ILN_2011 GBV_ILN_2014 GBV_ILN_2015 GBV_ILN_2018 GBV_ILN_2020 GBV_ILN_2021 GBV_ILN_2025 GBV_ILN_2026 GBV_ILN_2027 GBV_ILN_2031 GBV_ILN_2034 GBV_ILN_2037 GBV_ILN_2038 GBV_ILN_2039 GBV_ILN_2044 GBV_ILN_2048 GBV_ILN_2049 GBV_ILN_2050 GBV_ILN_2055 GBV_ILN_2056 GBV_ILN_2057 GBV_ILN_2059 GBV_ILN_2061 GBV_ILN_2064 GBV_ILN_2065 GBV_ILN_2068 GBV_ILN_2088 GBV_ILN_2093 GBV_ILN_2106 GBV_ILN_2107 GBV_ILN_2108 GBV_ILN_2110 GBV_ILN_2111 GBV_ILN_2112 GBV_ILN_2113 GBV_ILN_2118 GBV_ILN_2122 GBV_ILN_2129 GBV_ILN_2143 GBV_ILN_2144 GBV_ILN_2147 GBV_ILN_2148 GBV_ILN_2152 GBV_ILN_2153 GBV_ILN_2188 GBV_ILN_2190 GBV_ILN_2232 GBV_ILN_2336 GBV_ILN_2446 GBV_ILN_2470 GBV_ILN_2472 GBV_ILN_2507 GBV_ILN_2522 GBV_ILN_2548 GBV_ILN_2936 GBV_ILN_2941 GBV_ILN_2949 GBV_ILN_2950 GBV_ILN_4012 GBV_ILN_4035 GBV_ILN_4037 GBV_ILN_4046 GBV_ILN_4112 GBV_ILN_4125 GBV_ILN_4126 GBV_ILN_4242 GBV_ILN_4246 GBV_ILN_4249 GBV_ILN_4251 GBV_ILN_4305 GBV_ILN_4306 GBV_ILN_4307 GBV_ILN_4313 GBV_ILN_4322 GBV_ILN_4323 GBV_ILN_4324 GBV_ILN_4325 GBV_ILN_4326 GBV_ILN_4328 GBV_ILN_4333 GBV_ILN_4334 GBV_ILN_4335 GBV_ILN_4336 GBV_ILN_4338 GBV_ILN_4346 GBV_ILN_4393 GBV_ILN_4700 85.05 ASE AR 36 2020 6 19 11 1125-1136 |
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10.1007/s10869-020-09725-0 doi (DE-627)SPR045553122 (SPR)s10869-020-09725-0-e DE-627 ger DE-627 rakwb eng 150 ASE 85.05 bkl Song, Lili verfasserin aut How Employee Authenticity Shapes Work Attitudes and Behaviors: the Mediating Role of Psychological Capital and the Moderating Role of Leader Authenticity 2020 Text txt rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier © Springer Science+Business Media, LLC, part of Springer Nature 2020 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. Employee authenticity (dpeaa)DE-He213 Leader authenticity (dpeaa)DE-He213 Psychological capital (dpeaa)DE-He213 Work attitudes and behaviors (dpeaa)DE-He213 Wang, Yong verfasserin aut Zhao, Yukun verfasserin aut Enthalten in Journal of business and psychology Dordrecht [u.a.] : Springer Science + Business Media B.V, 1986 36(2020), 6 vom: 19. Nov., Seite 1125-1136 (DE-627)320573206 (DE-600)2016738-6 1573-353X nnns volume:36 year:2020 number:6 day:19 month:11 pages:1125-1136 https://dx.doi.org/10.1007/s10869-020-09725-0 lizenzpflichtig Volltext GBV_USEFLAG_A SYSFLAG_A GBV_SPRINGER GBV_ILN_11 GBV_ILN_20 GBV_ILN_22 GBV_ILN_23 GBV_ILN_24 GBV_ILN_31 GBV_ILN_32 GBV_ILN_39 GBV_ILN_40 GBV_ILN_60 GBV_ILN_62 GBV_ILN_63 GBV_ILN_69 GBV_ILN_70 GBV_ILN_73 GBV_ILN_74 GBV_ILN_90 GBV_ILN_95 GBV_ILN_100 GBV_ILN_101 GBV_ILN_105 GBV_ILN_110 GBV_ILN_120 GBV_ILN_138 GBV_ILN_150 GBV_ILN_151 GBV_ILN_152 GBV_ILN_161 GBV_ILN_170 GBV_ILN_171 GBV_ILN_187 GBV_ILN_213 GBV_ILN_224 GBV_ILN_230 GBV_ILN_250 GBV_ILN_281 GBV_ILN_285 GBV_ILN_293 GBV_ILN_370 GBV_ILN_374 GBV_ILN_602 GBV_ILN_636 GBV_ILN_702 GBV_ILN_2001 GBV_ILN_2003 GBV_ILN_2004 GBV_ILN_2005 GBV_ILN_2006 GBV_ILN_2007 GBV_ILN_2008 GBV_ILN_2009 GBV_ILN_2010 GBV_ILN_2011 GBV_ILN_2014 GBV_ILN_2015 GBV_ILN_2018 GBV_ILN_2020 GBV_ILN_2021 GBV_ILN_2025 GBV_ILN_2026 GBV_ILN_2027 GBV_ILN_2031 GBV_ILN_2034 GBV_ILN_2037 GBV_ILN_2038 GBV_ILN_2039 GBV_ILN_2044 GBV_ILN_2048 GBV_ILN_2049 GBV_ILN_2050 GBV_ILN_2055 GBV_ILN_2056 GBV_ILN_2057 GBV_ILN_2059 GBV_ILN_2061 GBV_ILN_2064 GBV_ILN_2065 GBV_ILN_2068 GBV_ILN_2088 GBV_ILN_2093 GBV_ILN_2106 GBV_ILN_2107 GBV_ILN_2108 GBV_ILN_2110 GBV_ILN_2111 GBV_ILN_2112 GBV_ILN_2113 GBV_ILN_2118 GBV_ILN_2122 GBV_ILN_2129 GBV_ILN_2143 GBV_ILN_2144 GBV_ILN_2147 GBV_ILN_2148 GBV_ILN_2152 GBV_ILN_2153 GBV_ILN_2188 GBV_ILN_2190 GBV_ILN_2232 GBV_ILN_2336 GBV_ILN_2446 GBV_ILN_2470 GBV_ILN_2472 GBV_ILN_2507 GBV_ILN_2522 GBV_ILN_2548 GBV_ILN_2936 GBV_ILN_2941 GBV_ILN_2949 GBV_ILN_2950 GBV_ILN_4012 GBV_ILN_4035 GBV_ILN_4037 GBV_ILN_4046 GBV_ILN_4112 GBV_ILN_4125 GBV_ILN_4126 GBV_ILN_4242 GBV_ILN_4246 GBV_ILN_4249 GBV_ILN_4251 GBV_ILN_4305 GBV_ILN_4306 GBV_ILN_4307 GBV_ILN_4313 GBV_ILN_4322 GBV_ILN_4323 GBV_ILN_4324 GBV_ILN_4325 GBV_ILN_4326 GBV_ILN_4328 GBV_ILN_4333 GBV_ILN_4334 GBV_ILN_4335 GBV_ILN_4336 GBV_ILN_4338 GBV_ILN_4346 GBV_ILN_4393 GBV_ILN_4700 85.05 ASE AR 36 2020 6 19 11 1125-1136 |
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10.1007/s10869-020-09725-0 doi (DE-627)SPR045553122 (SPR)s10869-020-09725-0-e DE-627 ger DE-627 rakwb eng 150 ASE 85.05 bkl Song, Lili verfasserin aut How Employee Authenticity Shapes Work Attitudes and Behaviors: the Mediating Role of Psychological Capital and the Moderating Role of Leader Authenticity 2020 Text txt rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier © Springer Science+Business Media, LLC, part of Springer Nature 2020 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. Employee authenticity (dpeaa)DE-He213 Leader authenticity (dpeaa)DE-He213 Psychological capital (dpeaa)DE-He213 Work attitudes and behaviors (dpeaa)DE-He213 Wang, Yong verfasserin aut Zhao, Yukun verfasserin aut Enthalten in Journal of business and psychology Dordrecht [u.a.] : Springer Science + Business Media B.V, 1986 36(2020), 6 vom: 19. Nov., Seite 1125-1136 (DE-627)320573206 (DE-600)2016738-6 1573-353X nnns volume:36 year:2020 number:6 day:19 month:11 pages:1125-1136 https://dx.doi.org/10.1007/s10869-020-09725-0 lizenzpflichtig Volltext GBV_USEFLAG_A SYSFLAG_A GBV_SPRINGER GBV_ILN_11 GBV_ILN_20 GBV_ILN_22 GBV_ILN_23 GBV_ILN_24 GBV_ILN_31 GBV_ILN_32 GBV_ILN_39 GBV_ILN_40 GBV_ILN_60 GBV_ILN_62 GBV_ILN_63 GBV_ILN_69 GBV_ILN_70 GBV_ILN_73 GBV_ILN_74 GBV_ILN_90 GBV_ILN_95 GBV_ILN_100 GBV_ILN_101 GBV_ILN_105 GBV_ILN_110 GBV_ILN_120 GBV_ILN_138 GBV_ILN_150 GBV_ILN_151 GBV_ILN_152 GBV_ILN_161 GBV_ILN_170 GBV_ILN_171 GBV_ILN_187 GBV_ILN_213 GBV_ILN_224 GBV_ILN_230 GBV_ILN_250 GBV_ILN_281 GBV_ILN_285 GBV_ILN_293 GBV_ILN_370 GBV_ILN_374 GBV_ILN_602 GBV_ILN_636 GBV_ILN_702 GBV_ILN_2001 GBV_ILN_2003 GBV_ILN_2004 GBV_ILN_2005 GBV_ILN_2006 GBV_ILN_2007 GBV_ILN_2008 GBV_ILN_2009 GBV_ILN_2010 GBV_ILN_2011 GBV_ILN_2014 GBV_ILN_2015 GBV_ILN_2018 GBV_ILN_2020 GBV_ILN_2021 GBV_ILN_2025 GBV_ILN_2026 GBV_ILN_2027 GBV_ILN_2031 GBV_ILN_2034 GBV_ILN_2037 GBV_ILN_2038 GBV_ILN_2039 GBV_ILN_2044 GBV_ILN_2048 GBV_ILN_2049 GBV_ILN_2050 GBV_ILN_2055 GBV_ILN_2056 GBV_ILN_2057 GBV_ILN_2059 GBV_ILN_2061 GBV_ILN_2064 GBV_ILN_2065 GBV_ILN_2068 GBV_ILN_2088 GBV_ILN_2093 GBV_ILN_2106 GBV_ILN_2107 GBV_ILN_2108 GBV_ILN_2110 GBV_ILN_2111 GBV_ILN_2112 GBV_ILN_2113 GBV_ILN_2118 GBV_ILN_2122 GBV_ILN_2129 GBV_ILN_2143 GBV_ILN_2144 GBV_ILN_2147 GBV_ILN_2148 GBV_ILN_2152 GBV_ILN_2153 GBV_ILN_2188 GBV_ILN_2190 GBV_ILN_2232 GBV_ILN_2336 GBV_ILN_2446 GBV_ILN_2470 GBV_ILN_2472 GBV_ILN_2507 GBV_ILN_2522 GBV_ILN_2548 GBV_ILN_2936 GBV_ILN_2941 GBV_ILN_2949 GBV_ILN_2950 GBV_ILN_4012 GBV_ILN_4035 GBV_ILN_4037 GBV_ILN_4046 GBV_ILN_4112 GBV_ILN_4125 GBV_ILN_4126 GBV_ILN_4242 GBV_ILN_4246 GBV_ILN_4249 GBV_ILN_4251 GBV_ILN_4305 GBV_ILN_4306 GBV_ILN_4307 GBV_ILN_4313 GBV_ILN_4322 GBV_ILN_4323 GBV_ILN_4324 GBV_ILN_4325 GBV_ILN_4326 GBV_ILN_4328 GBV_ILN_4333 GBV_ILN_4334 GBV_ILN_4335 GBV_ILN_4336 GBV_ILN_4338 GBV_ILN_4346 GBV_ILN_4393 GBV_ILN_4700 85.05 ASE AR 36 2020 6 19 11 1125-1136 |
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10.1007/s10869-020-09725-0 doi (DE-627)SPR045553122 (SPR)s10869-020-09725-0-e DE-627 ger DE-627 rakwb eng 150 ASE 85.05 bkl Song, Lili verfasserin aut How Employee Authenticity Shapes Work Attitudes and Behaviors: the Mediating Role of Psychological Capital and the Moderating Role of Leader Authenticity 2020 Text txt rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier © Springer Science+Business Media, LLC, part of Springer Nature 2020 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. Employee authenticity (dpeaa)DE-He213 Leader authenticity (dpeaa)DE-He213 Psychological capital (dpeaa)DE-He213 Work attitudes and behaviors (dpeaa)DE-He213 Wang, Yong verfasserin aut Zhao, Yukun verfasserin aut Enthalten in Journal of business and psychology Dordrecht [u.a.] : Springer Science + Business Media B.V, 1986 36(2020), 6 vom: 19. Nov., Seite 1125-1136 (DE-627)320573206 (DE-600)2016738-6 1573-353X nnns volume:36 year:2020 number:6 day:19 month:11 pages:1125-1136 https://dx.doi.org/10.1007/s10869-020-09725-0 lizenzpflichtig Volltext GBV_USEFLAG_A SYSFLAG_A GBV_SPRINGER GBV_ILN_11 GBV_ILN_20 GBV_ILN_22 GBV_ILN_23 GBV_ILN_24 GBV_ILN_31 GBV_ILN_32 GBV_ILN_39 GBV_ILN_40 GBV_ILN_60 GBV_ILN_62 GBV_ILN_63 GBV_ILN_69 GBV_ILN_70 GBV_ILN_73 GBV_ILN_74 GBV_ILN_90 GBV_ILN_95 GBV_ILN_100 GBV_ILN_101 GBV_ILN_105 GBV_ILN_110 GBV_ILN_120 GBV_ILN_138 GBV_ILN_150 GBV_ILN_151 GBV_ILN_152 GBV_ILN_161 GBV_ILN_170 GBV_ILN_171 GBV_ILN_187 GBV_ILN_213 GBV_ILN_224 GBV_ILN_230 GBV_ILN_250 GBV_ILN_281 GBV_ILN_285 GBV_ILN_293 GBV_ILN_370 GBV_ILN_374 GBV_ILN_602 GBV_ILN_636 GBV_ILN_702 GBV_ILN_2001 GBV_ILN_2003 GBV_ILN_2004 GBV_ILN_2005 GBV_ILN_2006 GBV_ILN_2007 GBV_ILN_2008 GBV_ILN_2009 GBV_ILN_2010 GBV_ILN_2011 GBV_ILN_2014 GBV_ILN_2015 GBV_ILN_2018 GBV_ILN_2020 GBV_ILN_2021 GBV_ILN_2025 GBV_ILN_2026 GBV_ILN_2027 GBV_ILN_2031 GBV_ILN_2034 GBV_ILN_2037 GBV_ILN_2038 GBV_ILN_2039 GBV_ILN_2044 GBV_ILN_2048 GBV_ILN_2049 GBV_ILN_2050 GBV_ILN_2055 GBV_ILN_2056 GBV_ILN_2057 GBV_ILN_2059 GBV_ILN_2061 GBV_ILN_2064 GBV_ILN_2065 GBV_ILN_2068 GBV_ILN_2088 GBV_ILN_2093 GBV_ILN_2106 GBV_ILN_2107 GBV_ILN_2108 GBV_ILN_2110 GBV_ILN_2111 GBV_ILN_2112 GBV_ILN_2113 GBV_ILN_2118 GBV_ILN_2122 GBV_ILN_2129 GBV_ILN_2143 GBV_ILN_2144 GBV_ILN_2147 GBV_ILN_2148 GBV_ILN_2152 GBV_ILN_2153 GBV_ILN_2188 GBV_ILN_2190 GBV_ILN_2232 GBV_ILN_2336 GBV_ILN_2446 GBV_ILN_2470 GBV_ILN_2472 GBV_ILN_2507 GBV_ILN_2522 GBV_ILN_2548 GBV_ILN_2936 GBV_ILN_2941 GBV_ILN_2949 GBV_ILN_2950 GBV_ILN_4012 GBV_ILN_4035 GBV_ILN_4037 GBV_ILN_4046 GBV_ILN_4112 GBV_ILN_4125 GBV_ILN_4126 GBV_ILN_4242 GBV_ILN_4246 GBV_ILN_4249 GBV_ILN_4251 GBV_ILN_4305 GBV_ILN_4306 GBV_ILN_4307 GBV_ILN_4313 GBV_ILN_4322 GBV_ILN_4323 GBV_ILN_4324 GBV_ILN_4325 GBV_ILN_4326 GBV_ILN_4328 GBV_ILN_4333 GBV_ILN_4334 GBV_ILN_4335 GBV_ILN_4336 GBV_ILN_4338 GBV_ILN_4346 GBV_ILN_4393 GBV_ILN_4700 85.05 ASE AR 36 2020 6 19 11 1125-1136 |
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Song, Lili |
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Song, Lili ddc 150 bkl 85.05 misc Employee authenticity misc Leader authenticity misc Psychological capital misc Work attitudes and behaviors How Employee Authenticity Shapes Work Attitudes and Behaviors: the Mediating Role of Psychological Capital and the Moderating Role of Leader Authenticity |
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150 ASE 85.05 bkl How Employee Authenticity Shapes Work Attitudes and Behaviors: the Mediating Role of Psychological Capital and the Moderating Role of Leader Authenticity Employee authenticity (dpeaa)DE-He213 Leader authenticity (dpeaa)DE-He213 Psychological capital (dpeaa)DE-He213 Work attitudes and behaviors (dpeaa)DE-He213 |
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ddc 150 bkl 85.05 misc Employee authenticity misc Leader authenticity misc Psychological capital misc Work attitudes and behaviors |
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ddc 150 bkl 85.05 misc Employee authenticity misc Leader authenticity misc Psychological capital misc Work attitudes and behaviors |
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how employee authenticity shapes work attitudes and behaviors: the mediating role of psychological capital and the moderating role of leader authenticity |
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How Employee Authenticity Shapes Work Attitudes and Behaviors: the Mediating Role of Psychological Capital and the Moderating Role of Leader Authenticity |
| abstract |
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 |
| abstractGer |
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 |
| abstract_unstemmed |
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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How Employee Authenticity Shapes Work Attitudes and Behaviors: the Mediating Role of Psychological Capital and the Moderating Role of Leader Authenticity |
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https://dx.doi.org/10.1007/s10869-020-09725-0 |
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Wang, Yong Zhao, Yukun |
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| score |
7.4006987 |