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dc.contributor.authorČerne, Matej
dc.contributor.authorDimovski, Vlado
dc.contributor.authorMarič, Miha
dc.contributor.authorPenger, Sandra
dc.contributor.authorSkerlavaj, Miha
dc.date.accessioned2015-02-24T16:06:43Z
dc.date.available2015-02-24T16:06:43Z
dc.date.issued2014
dc.identifier.citationAustralian Journal of Management, 39 (2014) 3: pp 453-471nb_NO
dc.identifier.issn1327-2020
dc.identifier.issn0312-8962
dc.identifier.urihttp://hdl.handle.net/11250/277637
dc.descriptionThis is the authors' final and accepted version of the article, post refereeing.nb_NO
dc.description.abstractWe 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.nb_NO
dc.language.isoengnb_NO
dc.publisherSagenb_NO
dc.titleCongruence of leader self-perceptions and follower perceptions of authentic leadership: Understanding what authentic leadership is and how it enhances employees’ job satisfactionnb_NO
dc.typeJournal articlenb_NO
dc.typePeer reviewednb_NO
dc.source.journalAustralian Journal of Managementnb_NO
dc.identifier.doi10.1177/0312896213503665
dc.description.localcode1, Forfatterversjonnb_NO


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