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<p>The study examines how authentic leadership influences members’ extra-role helping behavior, emphasizing the roles of gratitude, self-concept clarity, and perceived leader status. Study 1 utilized a vignette-based experiment to test initial hypotheses regarding the impact of authentic leadership on helping behavior. Study 2 employed a multi-source, time-lagged organizational field survey to validate the findings and further explore the influence of gratitude, self-concept clarity, and leader status. The findings suggest that authentic leadership fosters members’ gratitude toward leaders, which in turn promotes extra-role helping behavior. Notably, Study 2 revealed that gratitude mediates this relationship, with more potent effects among members with lower self-concept clarity and leaders with higher perceived status. Organizations can cultivate a culture of helping by fostering authentic leadership and encouraging gratitude among members. Leaders can enhance their effectiveness by building trust and demonstrating authenticity. Furthermore, organizations can support personal growth and recognition to develop members’ potential. This research adds to the literature by merging social exchange theory and leader contingency frameworks to explore the consequences of authentic leadership on helping behavior. By highlighting the mediating role of gratitude and the moderating effects of self-concept clarity and leader status, the study offers theoretical and practical insights.</p>

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Lighting Up the Heart of Gratitude: A Social Exchange Perspective on the Relationship between Authentic Leadership and Helping Behavior

  • 期刊论文

  • 发表日期：

    2026年3月27日

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  • Kwame Ansong Wadei,
  • Lu Chen,
  • Yilin Xiang,
  • Yutong Zhou,
  • Lingyan Yang

摘要

The study examines how authentic leadership influences members’ extra-role helping behavior, emphasizing the roles of gratitude, self-concept clarity, and perceived leader status. Study 1 utilized a vignette-based experiment to test initial hypotheses regarding the impact of authentic leadership on helping behavior. Study 2 employed a multi-source, time-lagged organizational field survey to validate the findings and further explore the influence of gratitude, self-concept clarity, and leader status. The findings suggest that authentic leadership fosters members’ gratitude toward leaders, which in turn promotes extra-role helping behavior. Notably, Study 2 revealed that gratitude mediates this relationship, with more potent effects among members with lower self-concept clarity and leaders with higher perceived status. Organizations can cultivate a culture of helping by fostering authentic leadership and encouraging gratitude among members. Leaders can enhance their effectiveness by building trust and demonstrating authenticity. Furthermore, organizations can support personal growth and recognition to develop members’ potential. This research adds to the literature by merging social exchange theory and leader contingency frameworks to explore the consequences of authentic leadership on helping behavior. By highlighting the mediating role of gratitude and the moderating effects of self-concept clarity and leader status, the study offers theoretical and practical insights.