Influence of Authentic Leadership on Employees and Sustainable Performance in Selected Construction Firms: Does Work Engagement Matter?

Résumé fourni par la source

Authentic leadership has become increasingly recognized as a crucial factor in organizational performance across various industries. Nevertheless, its effects on employee and sustainable performance in the construction sector, particularly in the unique context of the southwest region of Nigeria, remain underexplored, especially when psychological intervening factors, such as work engagement, are considered. This study examines the relationship between authentic leadership (ATL), employee performance, and sustainable performance, and investigates the role of work engagement as a potential dual influence on these relationships. 490 data were gathered from employees of selected construction companies in this region, via an online Google form. They were subsequently analyzed using the SMARTPLS software. Grounded in authentic leadership theory and the job demand-resources (JD-R) model, data from construction firms indicate that authentic leadership and work engagement are positively related to employee and sustainable performance. However, work engagement, while independently associated with employee performance, significantly mediates the leader-performance connection; the moderating role in relation to sustainable performance remains insignificant. Notably, the traits of authentic leadership help employees develop key skills for top performance, inspiring a culture of continuous improvement and engagement.

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