Authentic leadership, career self-efficacy and career success: a cross-sectional study

Purpose The purpose of this paper is to explore the effects of authentic leadership on employees' objective (hierarchical status) and subjective (career satisfaction) career success. In addition, this paper attempts to examine the mediating role of career self-efficacy in these relationships. Design/methodology/approach The sample for this cross-sectional study comprised of 162 Pakistani employees drawn from a leading food and beverage company. Structural equation modelling and the bootstrapping procedure were used to test the research hypotheses. Findings Results showed that career self-efficacy fully mediated the relationship between authentic leadership and hierarchical status, while it partially mediated the effects of authentic leadership on career satisfaction. Practical implications The findings of this study indicate that authentic leadership behaviours can have a positive impact on employees' career success. Thus, in order to ensure that employees accomplish their career goals and realise their full potential, it is vital that organisations devise strategies, which are geared towards promoting authentic leadership. Originality/value This paper provides a first examination of the relationship between authentic leadership and two indicators of career success: hierarchical status and career satisfaction. In addition, it identifies one possible pathway in the form of career self-efficacy through which authentic leadership relates to employees' career success.