Drawing on social information processing theory, this study investigates the mechanisms by which authentic leadership affects subordinate task performance through subordinate attitudes and behavior. Sportsmanship, conceptualized as a behavioral indicator of employee positivity and persistence in pursuing high performance, is argued to be a potentially important outcome for authentic leadership. Data collected from 203 matched subordinate–supervisor dyads in six organizations from six diverse industries were subjected to contrast analysis with bootstrapping. The results suggest that the indirect effect of authentic leadership on subordinate sportsmanship is mainly via a cognitive process, as opposed to an affective one. Furthermore, it is the employee’s sportsmanship that transmits the effects of authentic leadership on employee task performance. Implications and future directions are discussed.
Development and Alternate Form Reliability of the Complex Task Performance Assessment (CTPA) for People With Mild Stroke
