Authentic leadership, followership, and psychological capital as antecedents of work engagement
Abstract
The present study investigated authentic leadership, psychological capital, and followership behaviour influences on work
engagement of employees . Respondents were 901 South African employees within the healthcare industry organisation
(n = 647) and mining industry (n = 254) . The employees completed questionnaires on authentic leadership, psychological
capital, and followership behaviour, and work engagement . Results following structural equation modelling and mediation
analysis suggest work engagement to be explained by the psychological capital of the employee rather than by authentic
leadership qualities . Improving employee psychological capital has the potential to enhance the levels of work engagement
of employees.