Congruence of Leader Self-Perceptions and Follower Perceptions of Authentic Leadership: Understanding What Authentic Leadership is and How it Enhances Employees’ Job Satisfaction

Posted: 20 Aug 2014

See all articles by Matej Černe

Matej Černe

University of Ljubljana; University of Ljubljana

Vlado Dimovski

University of Ljubljana - Faculty of Economics

Miha Maric

University of Maribor

Sandra Penger

University of Ljubljana - Faculty of Economics

Miha Škerlavaj

BI Norwegian Business School, Department of Leadership and Organisational Behaviour; University of Ljubljana - Faculty of Economics, Department of Management and Organization

Date Written: August 18, 2014

Abstract

We propose and empirically test a multilevel model of cross-level interactions between leader self-perceptions (team level) and follower perceptions of authentic leadership on job satisfaction. Data from 24 supervisors and 171 team members were used. Applying hierarchical linear modelling, we found that follower perceptions of authentic leadership predict employee job satisfaction. We also found support for the interaction effect of leader self-perceptions and follower perceptions of authentic leadership in predicting job satisfaction, integrating the leader- and follower-centric perspectives of authentic leadership. Polynomial regression analysis further supported the fact that the congruence between leader self-perceptions and follower perceptions of authentic leadership is beneficial and that both need to be present at high levels to produce the most beneficial results in terms of followers’ job satisfaction.

Keywords: Authentic leadership, follower perceptions, hierarchical linear modelling, job satisfaction, leader self-perceptions, polynomial regression analysis

Suggested Citation

Černe, Matej and Dimovski, Vlado and Maric, Miha and Penger, Sandra and Skerlavaj, Miha and Skerlavaj, Miha, Congruence of Leader Self-Perceptions and Follower Perceptions of Authentic Leadership: Understanding What Authentic Leadership is and How it Enhances Employees’ Job Satisfaction (August 18, 2014). Australian Journal of Management, Vol. 39, No. 3, 2014, Available at SSRN: https://ssrn.com/abstract=2482430

Matej Černe (Contact Author)

University of Ljubljana ( email )

Dunajska 104
Ljubljana, 1000
Slovenia

University of Ljubljana ( email )

Dunajska 104
Ljubljana, 1000
Slovenia

Vlado Dimovski

University of Ljubljana - Faculty of Economics ( email )

Kardeljeva ploscad 17
Ljubljana, 1000
Slovenia

Miha Maric

University of Maribor ( email )

2000 Maribor
Slovenia

Sandra Penger

University of Ljubljana - Faculty of Economics ( email )

Kardeljeva ploscad 17
Ljubljana, 1000
Slovenia

Miha Skerlavaj

University of Ljubljana - Faculty of Economics, Department of Management and Organization ( email )

Kardeljeva ploscad 17
Ljubljana, 1000
Slovenia

HOME PAGE: http://www.ef.uni-lj.si/en

BI Norwegian Business School, Department of Leadership and Organisational Behaviour ( email )

Nydalsveien 37
Oslo, 0442
Norway

HOME PAGE: http://www.bi.edu

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