Authentic leadership, followership, and psychological capital as antecedents of work engagement

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dc.contributor.authordu Plessis, Marieta
dc.contributor.authorBoshoff, Adré B
dc.date.accessioned2021-12-06T12:24:37Z
dc.date.available2021-12-06T12:24:37Z
dc.date.issued2018
dc.description.abstractThe present study investigated authentic leadership, psychological capital, and followership behaviour influences on work engagement of employees . Respondents were 901 South African employees within the healthcare industry organisation (n = 647) and mining industry (n = 254) . The employees completed questionnaires on authentic leadership, psychological capital, and followership behaviour, and work engagement . Results following structural equation modelling and mediation analysis suggest work engagement to be explained by the psychological capital of the employee rather than by authentic leadership qualities . Improving employee psychological capital has the potential to enhance the levels of work engagement of employees.en_US
dc.identifier.citationdu Plessis, M., & Boshoff, A. B. (2018). Authentic leadership, followership, and psychological capital as antecedents of work engagement. Journal of Psychology in Africa, 28(1), 26-32, https://doi.org/10.1080/14330237.2018.1438832en_US
dc.identifier.issn1815-5626
dc.identifier.urihttps://doi.org/10.1080/14330237.2018.1438832
dc.identifier.urihttp://hdl.handle.net/10566/7060
dc.language.isoenen_US
dc.publisherRoutledgeen_US
dc.subjectAuthentic leadershipen_US
dc.subjectHealthcare industryen_US
dc.subjectMining industryen_US
dc.subjectPositive organisational behaviouren_US
dc.subjectPsychological capitalen_US
dc.titleAuthentic leadership, followership, and psychological capital as antecedents of work engagementen_US
dc.typeArticleen_US

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