Do You See What I See? Leader–Follower Congruence in Authentic Leadership and Employee Participation

Bibliographic Data

ID21571012
AuthorsHsing‐Er Lin (0000-0003-4431-5779, Department of Business Management National Sun Yat‐sen University Kaohsiung Taiwan), I-Chieh Hsu (Graduate Institute of Human Resource Management National Changhua University of Education Changhua Taiwan), I‐Chieh Hsu (0000-0001-5309-8070, National Changhua University of Education, corresponding author), Michelle C Hong (0000-0003-0845-0914, College of Business North Dakota State University Fargo North Dakota USA), Fred O Walumbwa (0000-0002-8038-3608, Department of International Business Florida International University Miami Florida USA)
Year2026
Volume43
Issue1
Publication date2026-03-01
Peer ReviewedYes
Open AccessYes
TypeARTICLE
VenueCanadian Journal of Administrative Sciences / Revue Canadienne des Sciences de l Administration (JOURNAL)
Journal identifiersISSN: 0825-0383 • E-ISSN: 1936-4490
PublisherWiley (PUBLISHER • GB)
DOI10.1002/cjas.70050
OpenAlexW7134191082
LanguageEN
References cited80

This study investigates the impacts of authentic leadership from both leader and follower perspectives and explores the effect of perceptual congruence, the level of agreement between the leaders' and followers' evaluations on the leaders' authentic leadership, on employee participation. Through two studies, using a sample of 102 leader‐member dyads from the United States in Study 1 and a sample of 71 R&D teams from Taiwan in Study 2, we found that employee participation is highest when leaders and followers share a high level of perceptual agreement on authentic leadership. These findings highlight the important research and practical implications of examining authentic leadership through a perceptual congruence perspective

Authentic leadership · Employee engagement · Perception · Job Satisfaction and Organizational Behavior · Leadership, Courage, and Heroism Studies · Workplace Spirituality and Leadership

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