Authentic Leaders

Correlation

Comprehensive table is appended below demonstrating the associations, Means, Standard deviations, and correlations between all variables including independent variable (IV) i.e. authentic leadership, dependent variable (DV) i.e. employee creativity and mediating variables (M) i.e. work engagement and psychological empowerment.

The mean value of authentic leadership is 3.46 which show that over all employees have positive attitudes toward their leader. For work engagement mean value is 3.60 which depicts that employees are more toward positive response. Psychological empowerment has mean value of 3.71, which demonstrates that employees feel more empowered. And for employee creativity the value of mean is 3.89, which is highest among all the variables. This value gives an idea about how much employee think of themselves as creative person which is more toward positive response.

Correlation demonstrates how each variable is associated with other variables.

The results show that authentic Leadership has significant positive strong correlation with Employee creativity (0.420**). Thus, H1 is supported. The correlation Table 1 show that authentic Leadership has significant positive strong correlation with work engagement (0.679**). Thus, H2 is also backed up. Authentic Leadership is also showing significant positive strong correlation with psychological empowerment (0.434**). As a result, H3 is supported. Work engagement has significant positive strong correlation with employee creativity (0.542**). Consequently, H4 is supported. Psychological empowerment has significant positive strong correlation with employee creativity (0.758**). Therefore, H5 is supported. So, all the direct hypotheses of our model are being supported by the correlation test.

Table 1. Correlation showing how each variable is associated with other variables

*Correlation is significant at 0.05 level (2-tailed).

** Correlation is significant at 0.01 level (2-tailed)

Table 2. Mediated regression of work engagement between AL and EC showing all the paths

Notes: AL = Authentic leadership; WE = Work engagement; EC = Employee creativity.

a path represents the relationship of AL with work engagement which is positive and significant.

b path shows relationship of Work engagement with Employee creativity which is also positive and significant.

c path shows the relation between AL and employee creativity without mediators and it is also positive and significant.

c′ path shows the mediating effect of work engagement between AL and employee creativity. The insignificant value of coefficient shows that mediation exists.

Regression

Table 2 (mediation I) shows positive significant relation between authentic leadership and work engagement (coeff = 0.6129, p = 0.0000), Work engagement is positively and significantly related to employee creativity (coeff = 0.5016, p = 0.0000). It also shows positive and significant total effect of authentic leadership on employee creativity (without mediator) (coeff = 0.4005, p = 0.0000). Therefore, H1, H2, and H3 are accepted. In support to confirm the mediating role of work engagement mediation was tested through preacher and Hayes, the insignificant value of coefficient in direct effect of authentic leadership on employee creativity path shows that mediation exists and work engagement is mediating the relationship of authentic leadership and employee creativity. Consequently, H6 is accepted. R² is measure of goodness of fit and it is also known as "co-efficient of determination". This term tells us about how much regression line is robust, empowered, and fit in the model. R2 captures the fluctuations in dependent variable due to the fluctuations in independent variables. The R-square value in mediation I is 0.3476, which depicts that 34.76% fluctuations in DV (i.e. authentic leadership) are captured due to fluctuation in IV.

Table 3 (mediation II) shows positive significant relation between authentic leadership and psychological empowerment (coeff = 0.4352, p = 0.0000), psychological empowerment is positively and significantly related to employee creativity (coeff = 0.6349, p = 0.0000). It also shows positive and significant total effect of authentic leadership on employee creativity (without mediato) (coeff = 0.4005, p-0.0000). Therefore, H1, H4 and H5 are accepted.

Table 3. Mediated regression of psychological empowerment between AL and EC showing all the paths

Notes: AL = Authentic leadership; PE = Psychological empowerment; EC = Employee creativity.

a path represents the relationship of AL with psychological empowerment which is positive and significant.

b path shows relationship of psychological empowerment with Employee creativity which is also positive and significant.

c path shows the relation between AL and employee creativity without mediators and it is also positive and significant.

c′ path shows the mediating effect of psychological empowerment between AL and employee creativity. The significant value of coefficient shows that mediation does not exist.

Psychological empowerment is hypothesized to mediate the relationship between authentic leadership and employee creativity in our model. To confirm the mediating role of psychological empowerment mediation was tested through preacher and Hayes, the significant value of coefficient in direct effect of authentic leadership on employee creativity path shows that partial mediation exists and psychological empowerment is partially mediating the relationship between authentic leadership and psychological empowerment. Consequently, H7 is partially accepted.

R-square captures the fluctuations in dependent variable due to the fluctuations in independent variables. The R-square value in mediation II is 0.5962, which depicts that 59.62% fluctuations in DV (i.e. authentic leadership) are captured due to fluctuation in IV.