Abstract:
ORIENTATION : High levels of employee engagement are critical in the current globally
competitive landscape. Scholarly research suggests that authentic leadership (AL) increases
trust and ultimately work engagement. Several recent studies called for more research into the
moderating and mediating variables influencing this relationship.
RESEARCH PURPOSE : Employee perceptions about the support offered by their organisations
have been associated with engagement. This study explores the mediating effect of this
variable on the relationship between AL and work engagement.
MOTIVATION FOR THE STUDY : This study focuses on the interaction between perceptions of support
from the organisation, AL and engagement of employees.
RESEARCH APPROACH/DESIGN AND METHOD : The data was collected from 202 employees from an
international information technology organisation. Regression analysis was employed to test
for mediation impact. The model fit was analysed to know whether the suggested model was
a good fit.
MAIN FINDINGS : The study established that the mediated model was partially significant, which
indicates that the relationship between AL and engagement is, in part, contextually dependent
on whether employees perceive organisational support.
PRACTICAL/MANAGERIAL IMPLICATIONS : The presence of perceived organisational support (POS)
provides space for an interaction between organisational processes and employee engagement,
or, in the absence of an existing POS, an authentic leader transforms organisational resources into positive POS.
CONTRIBUTION/VALUE-ADD : This study contributes to the literature through specifically
examinating the interaction between the variables of employee engagement, POS and AL.
Engagement does not rely on the ‘right’ leadership theory or model to address problems with
performance or motivation, but rather on developing an organisational climate that could
enable individuals and organisations to thrive.
