Effects of authentic leadership on follower performance in corporate social responsibility activities

Abstract

We investigated the effects of authentic leadership on follower performance in corporate social responsibility (CSR) activities by drawing upon social identity theory. With data from 340 participants who took part in CSR activities in a large Korean firm, we tested the hypotheses that team identification would mediate the positive relationship between authentic leadership and follower performance, and that psychological safety would positively moderate this relationship. We used the PROCESS macro (Model 7) for SPSS for data analysis. Our hypotheses were supported by the results, which theoretically contribute to authentic leadership literature and, from a practical standpoint, provide an effective way to enhance follower performance in CSR activities.