Authentic leadership and organizational citizenship behaviour: the role of psychological capital

Purpose The purpose of this paper is to examine the direct and indirect effects of authentic leadership on organizational citizenship behaviour (OCB) with the presence of psychological capital as a mediating factor. Design/methodology/approach This quantitative research was conducted among 396 front-line employees in six public sector organizations in Sri Lanka. A survey method was employed to collect the data. Findings It was found that psychological capital partially mediates the relationship between authentic leadership and OCB. In other words, the relationship between authentic leadership and OCB is both direct and indirect, mediated though psychological capital. Research limitations/implications The authenticity of leaders' conduct, psychological capabilities and the outcomes of the performance, are rooted in and reinforced by the culture of the particular organization; hence, the findings should be interpreted cautiously. Practical implications The framework of the present study provides a guideline to the top management of the public sector in Sri Lanka to design leadership programs that can develop authentic leaders. Originality/value The direct and indirect relationships established between authentic leadership and psychological capital and OCB signifies the critical importance of authentic leadership in the development of psychological capital and OCB among employees.