{"status":"ok","message-type":"work","message-version":"1.0.0","message":{"indexed":{"date-parts":[[2026,3,30]],"date-time":"2026-03-30T21:54:52Z","timestamp":1774907692063,"version":"3.50.1"},"reference-count":60,"publisher":"Emerald","issue":"1","license":[{"start":{"date-parts":[[2018,3,5]],"date-time":"2018-03-05T00:00:00Z","timestamp":1520208000000},"content-version":"tdm","delay-in-days":0,"URL":"https:\/\/www.emerald.com\/insight\/site-policies"}],"content-domain":{"domain":[],"crossmark-restriction":false},"short-container-title":["SRJ"],"published-print":{"date-parts":[[2018,3,5]]},"abstract":"<jats:sec>\n<jats:title content-type=\"abstract-subheading\">Purpose<\/jats:title>\n<jats:p>This study aims to examine the relationship between authentic leadership (AL), affective commitment and individual performance. More specifically, this study aims to understand how AL influences employees\u2019 affective commitment, how AL influences individual performance, how affective commitment influences individual performance and how affective commitment mediates the relationship between AL and individual performance.<\/jats:p>\n<\/jats:sec>\n<jats:sec>\n<jats:title content-type=\"abstract-subheading\">Design\/methodology\/approach<\/jats:title>\n<jats:p>In total, 212 Portuguese employees participated in this study. A quantitative methodology was used. Baron and Kenny\u2019s linear regression method and Sobel test were used to test the mediation relationship.<\/jats:p>\n<\/jats:sec>\n<jats:sec>\n<jats:title content-type=\"abstract-subheading\">Findings<\/jats:title>\n<jats:p>The results reveal that affective commitment mediates the relationship between AL and employees\u2019 performance. In others words, leaders\u2019 authenticity promotes employees\u2019 affective commitment, which, in turn, increases their individual performance.<\/jats:p>\n<\/jats:sec>\n<jats:sec>\n<jats:title content-type=\"abstract-subheading\">Practical implications<\/jats:title>\n<jats:p>This research has practical implications for human resource management in organizations, particularly in selection processes and training of leaders and managers. Practitioners looking to increase employee commitment and performance can do so by augmenting the AL.<\/jats:p>\n<\/jats:sec>\n<jats:sec>\n<jats:title content-type=\"abstract-subheading\">Originality\/value<\/jats:title>\n<jats:p>This study enriches the knowledge about the relevance of emerging areas such as AL theory and responds to the need to understand underlying mechanisms linking AL with workers\u2019 commitment and performance (i.e. testing the construct\u2019s nomological network).<\/jats:p>\n<\/jats:sec>","DOI":"10.1108\/srj-06-2017-0111","type":"journal-article","created":{"date-parts":[[2018,1,19]],"date-time":"2018-01-19T07:34:49Z","timestamp":1516347289000},"page":"213-225","source":"Crossref","is-referenced-by-count":57,"title":["Authentic leadership and performance: the mediating role of employees\u2019 affective 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