Document Type : Research Paper

Authors

• nasrin sadeghian ¹
• abdolzahra naami ²
• ali jalili shishavan ³

¹ Department of Psychology, Shahid Chamran University of Ahvaz, Ahvaz, Iran

² Professor, Department of Psychology, Shahid Chamran University, Ahvaz, Iran

³ Department of Sport Psychology, Allameh Tabataba'i University, Tehran, Iran

Abstract

In the present study, a model was developed and examined to investigate the effects of authentic leadership, job autonomy, organizational justice, and organizational support on employee authenticity, with the mediating role of basic psychological need satisfaction. The research design was descriptive and cross-sectional. Using simple random sampling, 200 athlete employees of the Welfare Organization of East Azerbaijan Province were selected as the study sample. Participants completed the Employee Authenticity at Work Scale (Van den Bosch & Taris, 2014), the Authentic Leadership Questionnaire (Avolio, Gardner, & Walumbwa, 2006), the Job Autonomy Scale (Hackman & Oldham, 1975), the Perceived Organizational Support Scale (Eisenberger et al., 1986), the Perceived Organizational Justice Scale (Colquitt, 2001), and the Basic Psychological Needs Scale (LaGuardia et al., 2000). Data were analyzed using structural equation modeling with AMOS software.The results of the structural equation modeling indicated that authentic leadership had a strong and significant direct effect on employee authenticity (β = 0.79, p < 0.001), and basic psychological needs played a significant mediating role in this relationship (β = 0.17, p < 0.001). Moreover, although job autonomy (β = 0.58) and organizational justice (β = 0.12) did not have significant direct effects, they indirectly contributed to employee authenticity by enhancing the satisfaction of basic psychological needs.

Keywords

• Employee authenticity
• authentic leadership
• job autonomy
• organizational justice
• organizational support

Main Subjects

• Organizational Behavior Management