Journal of Business Ethics

, Volume 107, Issue 3, pp 331–348 | Cite as

Authentic Leadership: An Empirical Test of Its Antecedents, Consequences, and Mediating Mechanisms

  • Claudia PeusEmail author
  • Jenny Sarah Wesche
  • Bernhard Streicher
  • Susanne Braun
  • Dieter Frey


The recent economic crisis as well as other disasters such as the oil spill in the Gulf of Mexico or the nuclear disaster in Japan has fanned calls for leaders who do not deny responsibility, hide information, and deceive others, but rather lead with authenticity and integrity. In this article, we empirically investigate the concept of authentic leadership. Specifically, we examine the antecedents and individual as well as group-level outcomes of authentic leadership in business (Study 1; n = 306) as well as research organizations (Study 2; n = 105). Findings reveal leader self-knowledge and self-consistency as antecedents of authentic leadership and followers’ satisfaction with supervisor, organizational commitment, and extra-effort as well as perceived team effectiveness as outcomes. The relations between authentic leadership and followers’ work-related attitudes as well as perceived team effectiveness are mediated by perceived predictability of the leader, a particular facet of trust. We discuss the implications of our findings for theory and practice and provide suggestions for advancing theory and research on authentic leadership in the future.


Authentic leadership Leader predictability Trust Team effectiveness Work-related attitudes 



We would like to thank Christine Keller for her help with data collection.


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Copyright information

© Springer Science+Business Media B.V. 2011

Authors and Affiliations

  • Claudia Peus
    • 1
    Email author
  • Jenny Sarah Wesche
    • 2
  • Bernhard Streicher
    • 3
  • Susanne Braun
    • 4
  • Dieter Frey
    • 4
  1. 1.Technische Universität MünchenTUM School of ManagementMunichGermany
  2. 2.Department of Education and Psychology, Division of Social and Economic PsychologyFreie Universität BerlinBerlinGermany
  3. 3.Department of Education and Psychology, Social PsychologyLudwig Maximilian UniversityMunichGermany
  4. 4.LMU Center for Leadership and People ManagementLudwig Maximilian UniversityMunichGermany

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