"Psychological Capital and the Relationship Between Authentic Leadershi" by Bianca Cardenas

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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