Authentic Leadership, Authentic Followership, Basic Need Satisfaction, and Work Role Performance: A Cross-Level Study
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Authentic leadership occurs when individuals enact their true selves in their role as a leader. This article examines the role of authentic followership in the previously established relationship between authentic leadership and follower in-role and extrarole performance behaviors. Consideration of followers who enact their true selves is important to understand how authentic leadership fosters follower self-determined work motivation and thus work role performance. Using self-determination theory (SDT) as a guiding framework, the authors propose that authentic leadership, authentic followership, and their interplay are positively related to the satisfaction of followers’ basic needs, which, in turn, are positively related to follower work role performance. The authors conducted a survey study of 30 leaders and 252 followers in 25 Belgian service companies. The results provide evidence of positive relationship for both authentic leadership and authentic followership with follower basic need satisfaction in a cross-level model where authentic leadership was aggregated to the group level of analysis. Cross-level interaction results indicated that authentic leadership strengthened the relationship between authentic followership and follower basic need satisfaction. Follower basic need satisfaction was shown to mediate the relationship of authentic leadership and authentic followership with follower work role performance. A test of mediated moderation further demonstrated that basic need satisfaction mediates the interaction of authentic leadership and authentic followership on follower work role performance. The implications for leadership research and practice are explored.
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Authentic leaders maintain self-concordant moral freedom, thereby developing the authenticity and autonomy of followers.
“In sum, authentic leaders maintain self-concordant moral freedom, thereby developing the authenticity and autonomy of followers (Gardner et al., 2005;Leroy, Anseel, Gardner, & Sels, 2015).”
From Taking Stock of Moral Approaches to Leadership: An Integrative Review of Ethical, Authentic, and Servant Leadership (2019) · cites this paper as Leroy, Anseel, Gardner, & Sels, 2015
The sections on Authentic Leadership and Basic Need Satisfaction and Authentic Functioning, Authentic Leadership, and Authentic Followership say that authentic leaders support follower autonomy and seek to promote authentic followership. They describe leaders acting in line with personal values and an internalized moral perspective, but do not establish the more specific claim that leaders maintain “self-concordant moral freedom.” Page numbers are unavailable in our copy. (LLM, conf=0.78)
Experimental — accuracy not yet measuredAuthentic leadership may be strongest when combined with authentic followership, such that leaders and followers share core values in a psychologically safe environment, assess situations honestly, and work together for fulfilling and productive experiences.
“Authentic leadership may be strongest when it is combined with authentic followership, such that leaders and followers share their core values in a psychologically safe environment, assess their situations honestly and frankly, and work together to ensure fulfilling and productive experiences (Leroy et al., 2015).”
From Taking Stock of Moral Approaches to Leadership: An Integrative Review of Ethical, Authentic, and Servant Leadership (2019) · cites this paper as Leroy et al., 2015
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Experimental — accuracy not yet measuredEmpirical studies suggest that authentic leadership positively influences followers' work attitudes and performance.
“Empirical studies suggest that authentic leadership positively influences followers ' work attitudes and performance (e.g., Banks et al., 2016; Laschinger et al., 2013; Leroy et al., 2012).”
From The evolution of leadership: Past insights, present trends, and future directions (2025) · cites this paper as Leroy et al., 2012
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- Authors
- Leroy, H., Anseel, F., Gardner, W. L., & Sels, L.
- Affiliations
- University of Calgary (CA)
- Ghent University (BE)
- Texas Tech University (US)
- KU Leuven (BE)
- Venue
- Journal of Management
- Publisher
- SAGE Publications
- Published
- 2012-08-27
- Volume
- 41
- Issue
- 6
- Pages
- 1677-1697
- ISSN
- 0149-2063 (ISSN-L)
- 1557-1211
- OpenAlex
- W2129413260
- Cited by
- 447
- References
- 68
- Citations by year
- 2026: 27 · 2025: 31 · 2024: 47 · 2023: 44 · 2022: 43 · 2021: 57 · 2020: 40 · 2019: 38 · 2018: 30 · 2017: 30 · 2016: 31 · 2015: 13 · 2014: 8 · 2013: 7 · 2012: 1
- FWCI
- 18.79
- Type
- journal article
- Language
- en
- Open access
- green
- lirias.kuleuven.be
- Locations
- Journal of Management (publishedVersion)
- EUR Research Repository (Erasmus University Rotterdam) (publishedVersion)
- Lirias (KU Leuven) (submittedVersion, other-oa)
- Rare & Special e-Zone (The Hong Kong University of Science and Technology) (submittedVersion)
- EUR Research Repository (Erasmus University Rotterdam) (submittedVersion)
- Ghent University Academic Bibliography (Ghent University) (submittedVersion)
- Research Portal (King's College London) (submittedVersion)
- Topics
- Social Sciences › Business, Management and Accounting › Organizational Behavior and Human Resource Management › Job Satisfaction and Organizational Behavior
- Social Sciences › Business, Management and Accounting › Organizational Behavior and Human Resource Management › Employee Performance and Leadership
- Social Sciences › Business, Management and Accounting › Strategy and Management › Leadership and Management in Organizations
- Keywords
- authentic leadership, basic need satisfaction, self-determination theory, in-role performance, true self, service companies
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