000			01663nam a22001577a 4500
999			_c521472 _d521472
008			230209b ||||| |||| 00| 0 eng d
100			_aNair, B.P., Prasad, T. and Nair, S.K. _937243
245			_aAuthentic leadership and team members’ outcomes: A cross-level and multi-level analysis
260			_aManagement and Labour Studies
300			_a47(2), May, 2022: p.165-182
520			_aThis study considers the multi-level research design to build on the Conservation of Resource (COR) theory to help develop a model that links authentic leadership to followers’ outcomes. Though previous studies have examined the direct effect of leadership and followers’ outcome at the individual level, findings of the impact of authentic leadership at the cross-level and multi-level are limited. Consistent with our hypotheses, the findings of the study, from a sample of 547 dyads from the financial sector in India, revealed that authentic leadership has a significant impact on authentic followership and team-level work engagement. The cross-level analysis indicated that 8.4 per cent of the variance in authentic followership is attributable to authentic leadership at the team level. Likewise, the multi-level analysis revealed that 9.4 per cent of the variance at work engagement between the teams is attributable to authentic leadership. Theoretical and managerial implications are discussed further. – Reproduced
650			_aAuthentic leadership, Authentic followership, Work engagement, Cross-level analysis, Multi-level analysis, Variance exhibit. _935347
773			_aManagement and Labour Studies
906			_aLEADERSHIP
942			_cAR