Authentic Leadership, Collective Efficacy, and Group Performance

An Empirical Study in China

Bibliographic Data

ID13918181
AuthorsHui-Bing Xiong (corresponding author), Ping Fang (0000-0002-6523-7151)
Year2014
Volume42
Issue6
Pages921-932
Publication date2014-07-16
Open AccessYes
TypeARTICLE
VenueSocial Behavior and Personality An International Journal (JOURNAL)
Journal identifiersISSN: 0301-2212 • E-ISSN: 1179-6391
PublisherScientific Journal Publishers Limited (PUBLISHER)
DOI10.2224/sbp.2014.42.6.921
OpenAlexW1981705184
LanguageEN
Citations received4

Because most researchers have conducted the increasing number of studies on the relationship between authentic leadership and work-related outcomes at an individual level, little is known of the mechanisms by which authentic leadership influences work-related outcomes at the group level. We conducted this empirical study at the group level using data from 301 employees of Chinese companies. Results indicated that each dimension of authentic leadership and authentic leadership as a whole had a significant impact on collective efficacy and group performance. Collective efficacy also had a significant positive impact on group performance, and partially mediated the relationship between authentic leadership and group performance

Authentic leadership · China · Collective efficacy · Collective leadership · Empirical research · Leadership style · Political science · Shared leadership · Applied Psychology · Emotional Intelligence and Performance · Job Satisfaction and Organizational Behavior · Organizational Leadership and Management Strategies · Psychology · Social Psychology

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Open DOISci-HubOpen Access