On the motivational nature of authentic leadership practices: a latent profile analysis based on self-determination theory

Purpose Although one of the central premises of authentic leadership theory is that authentic leaders mobilize their followers, the underlying motivational mechanisms of this process remain poorly understood. Drawing on self-determination theory, this study aims to fill that gap by examining authentic leadership practices (ALP) as theoretical antecedents of employees' motivation profiles. Design/methodology/approach Latent profile analyses conducted on a sample of 501 employees revealed four profiles: self-determined, unmotivated, highly motivated and moderately motivated. Findings ALP were associated with a higher likelihood of membership into the most adaptive motivation profiles. Employees in these profiles displayed more optimal job functioning: higher organizational commitment and performance, and lower intentions to leave their organization. Originality/value These findings underscore the predictive power of autonomous motivation for employee functioning and provide new insights into how ALP can improve work motivation, and hence job functioning. Our results account not only for how ALP affects the complete range of behavioral regulations at work but also the different patterns in which these regulations combine within employees.