The DOI matches its Crossref record, with a small difference in title or year; 68 of the 68 references it cites were found in a registry or an index.
Authentic Leadership, Authentic Followership, Basic Need Satisfaction, and Work Role Performance: A Cross-Level Study
Open accessAbstract
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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“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
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“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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“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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Metadata
- 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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Registry, retraction, Cites and statistics results are computed, not judged, with one exception: a printed reference that no index lists is read once by a model before it counts as a citation error. Claims are extracted by a model and kept only when their quote appears verbatim in the text; each cited source is then checked, with a model’s help, for whether it says what the claim relies on. Those verdicts can be wrong — read the claim’s quote and the cited source before relying on one.
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Confidence bands are shown only for fields calibrated on our annotated test set. None is calibrated yet, so no band is shown.
What counts as a claim ›How we measure confidence ›How we check this ›
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