Journal of Business Ethics

, Volume 153, Issue 3, pp 763–773 | Cite as

The Interactive Effect of Authentic Leadership and Leader Competency on Followers’ Job Performance: The Mediating Role of Work Engagement

  • Feng Wei
  • Yi LiEmail author
  • Yi Zhang
  • Shubo Liu
Original Paper


The effect of authentic leadership and leader competency on employee job performance has received growing attention in the past decades; however, few studies have simultaneously integrated these two leadership perspectives. We have thus developed a mediated moderation model to test the interactive effect of authentic leadership and competency on followers’ job performance through work engagement. Based on a sample of 248 subordinate–supervisor pairs, hierarchical regression analyses reveal that (1) authentic leadership positively relates to followers’ task performance and organizational citizenship behavior (OCB); (2) leader competency moderates the relationship between authentic leadership and OCB; (3) and followers’ work engagement mediates the main effect of authentic leadership and the interactive effect of authentic leadership and competency on followers’ task performance and OCB. All the three results are consistent with our hypotheses.


Authentic leadership Work engagement Task performance OCB Leader competency 



Funding was provided by National Social Science Fund of China (Grant No. 1509093); National Natural Science Foundation of China (Grant No. 71102028).


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Copyright information

© Springer Science+Business Media Dordrecht 2016

Authors and Affiliations

  1. 1.Department of Business AdministrationTongji UniversityShanghaiChina
  2. 2.Department of Business AdministrationShanghai UniversityShanghaiChina
  3. 3.Department of Business AdministrationZayed UniversityDubaiUnited Arab Emirates
  4. 4.Department of Business AdministrationCentral University of Finance and EconomicsBeijingChina

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