LINKING AUTHENTIC LEADERSHIP TO THRIVING AT WORK: THE ROLE OF PERCEIVED CSR, MORAL IDENTITY AND WORKPLACE WELL-BEING

Abstract

This study examines how authentic leadership relates to thriving at work through perceived CSR, moral identity, and workplace well-being. On the basis of an interactional approach, this study hypothesized that (a) there is an interaction between authentic leadership, moral identity, and workplace well-being that affects thriving at work, such that authentic leadership has the strongest positive relationship with thriving at work when employees have high levels of trust and workplace well-being; and (b) perceived CSR mediates the effect that this three-way interaction between authentic leadership, moral identity, and workplace well-being has on thriving at work.

Keywords: Authentic leadership; perceived CSR; moral identity; workplace well-being; thriving at work.