Date of Conferral
Nancy S. Bostain
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.
Cardenas, Bianca, "Psychological Capital and the Relationship Between Authentic Leadership and Employee Well-Being" (2022). Walden Dissertations and Doctoral Studies. 12287.