Authentic leadership and psychological well-being: The role of organisational support

Abstract

Orientation: The manufacturing sector in South Africa faces a variety of human resource challenges that necessitate leadership and employee resilience that enables organisation performance despite these circumstances.

Research purpose: This study explored the relationship between authentic leadership (AL) and psychological well-being (PW) in this sector while considering the potential indirect effect of organisational support (OS).

Motivation for the study: The labour intensity of this industry necessitates a leadership style that will create an environment that enhances employee behaviour, experiences and performance during uncertain times. Positive, value-driven leadership styles such as AL can assist in addressing many of these challenges.

Research approach/design and method: A quantitative cross-sectional survey design was utilised, incorporating the AL Inventory and selected items from the Job Demands-Resources (JD-R) and Flourishing-at-Work Scales (FAWS).

Main findings: The study revealed that AL was significantly and positively associated with PW both directly and indirectly through OS, with the indirect effect via OS being statistically more pronounced than the direct effect on PW.

Practical/managerial implications: Authentic leadership can, directly and indirectly, enhance employees’ PW significantly, and the effect is strengthened by OS, notwithstanding challenging work conditions.

Contribution/value-add: By underscoring the facilitative role of OS, the findings enable leaders to enhance employees’ PW, ultimately contributing to workforce performance as well as organisational and sector growth.