Perceived Authentic Leadership, Psychological Capital, and Creative Work Behavior in Bank Employees

The present study was attempted to explore the relationship among perceived authentic leadership, psychological capital, and creative work behavior among bank employees. It was also intended to determine the mediating role of psychological capital in the relationship between perceived authentic leadership and creative work behavior. Moreover, moderated mediating role of job experience was also determined. A convenient sample (N = 600) of employees from marketing departments of banks including both men and women (age range of 25-52 years; M = 32.53, SD = 4.73) was acquired. English versions of Authentic Leadership Questionnaire (Avolio, Gardner, and Walumbwa, 2007), Psychological Capital Questionnaire (Luthans, Avolio, and Avey, 2007), and Creativity Scale (Zhou and George, 2001) were used to assess the study variables. Step-wise regression showed that psychological capital and perceived authentic leadership were strong predictors of creative work behavior; while mediation analysis indicated that psychological capital mediated the relationship between perceived authentic leadership and creative work behavior. Findings also indicated that job experience moderated the relationship between perceived authentic leadership and creative work behavior among bank employees. Future implications of the study were also discussed.