Authentic Leadership and Proactive Behavior: The Roles of Psychological Empowerment, Leader Identification, and Organizational Identification

Robert Sugaranendi; Syahrizal Syahrizal

doi:10.55927/eajmr.v5i4.86

Authors

Robert Sugaranendi Universitas Negeri Padang
Syahrizal Syahrizal Universitas Negeri Padang

DOI:

https://doi.org/10.55927/eajmr.v5i4.86

Keywords:

Authentic Leadership, Proactive Behavior, Psychological Empowerment, Leader Identification, Organizational Identification

Abstract

This study examines how authentic leadership influences employees’ proactive behavior by incorporating psychological empowerment and leader identification as mediating mechanisms, as well as organizational identification as a contextual moderator in public sector organizations. Data were collected from 260 employees working in tax offices under the Regional Office of the Directorate General of Taxes in West Sumatera and Jambi using proportionate stratified random sampling and analyzed through Structural Equation Modeling. The findings indicate that authentic leadership and psychological empowerment have a positive effect on proactive behavior, whereas leader identification is negatively associated with proactive behavior. Psychological empowerment also mediates the relationship between authentic leadership and proactive behavior. Organizational identification strengthens this relationship but does not moderate psychological empowerment and weakens the influence of leader identification.

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