Date of Conferral

2022

Degree

Ph.D.

School

Psychology

Advisor

Nancy S. Bostain

Abstract

It is not known whether authentic leadership predicts employee well-being, and whether psychological capital moderates the relationship between authentic leadership and employee well-being. The purpose of this correlational study was to determine the extent that authentic leadership predicted employee well-being and whether psychological capital had a moderating effect on the relationship between authentic leadership and employee well-being. The two theoretical frameworks that supported this study included the authentic leadership theory and social exchange theory. The research design consisted of a quantitative, correlational study using multiple and hierarchical regression analysis. The two research questions that guided this study examined whether perceived authentic leadership predicted employee well-being and whether psychological capital moderated the relationship between authentic leadership and employee well-being. The Authentic Leadership Questionnaire (ALQ), Job-Related Affective Well-Being (JAWS), and Psychological Capital Questionnaire (PCQ) were used to collect data from employee participants (n = 150) surrounding their perception of authenticity among their leaders. The results revealed that the authentic leadership core component of relational transparency was a significant predictor of employee well-being. Additionally, the interaction of authentic leadership and psychological capital significantly influenced employee well-being. Organizational leaders may benefit from the results of this study to promote positive social change by incorporating authenticity training within the leadership development curriculum to improve well-being and psychological capital among employees.

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