Authentic leadership, organisational citizenship behaviours, and intention to quit: the indirect effect of psychological ownership

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dc.contributor.authordu Plessis, Marieta
dc.date.accessioned2022-11-11T13:00:10Z
dc.date.available2022-11-11T13:00:10Z
dc.date.issued2020
dc.description.abstractThe aim of this study was to explore the influence of perceived authentic leadership on followers’ citizenship behaviour and their intention to quit their jobs, and to examine the indirect effect of psychological ownership in the relevant relationships. The study used a cross-sectional survey design to gather data from a sample of South African service industry employees (N = 384). It employed structural equation modelling to test the hypotheses formulated. The study found that psychological ownership indirectly affected the relationship between authentic leadership and employees’ organisational citizenship behaviour and intention to quit. This study enables organisations to gain a better understanding of how a contextual resource such as authentic leadership behaviours can influence followers’ organisational citizenship and intention to quit through increasing feelings of ownership of the organisation.en_US
dc.identifier.citationOlckers, C., Du Plessis, M., & Casaleggio, R. (2019). Authentic leadership, organisational citizenship behaviours, and intention to quit: the indirect effect of psychological ownership. South African Journal of Psychology, 50, 371 - 384.en_US
dc.identifier.issn0258-5200
dc.identifier.urihttp://hdl.handle.net/10566/8168
dc.language.isoen_USen_US
dc.publisherSouth African journal of Psychologyen_US
dc.subjectAuthentic leadershipen_US
dc.subjectintention to quiten_US
dc.subjectorganisational citizenship behaviouren_US
dc.subjectpsychological ownershipen_US
dc.subjectstructural equation modellingen_US
dc.titleAuthentic leadership, organisational citizenship behaviours, and intention to quit: the indirect effect of psychological ownershipen_US
dc.typeArticleen_US

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