<p>Despite considerable research on authentic leadership’s influence on employee outcomes like organizational identification and citizenship behaviors, its impact on felt obligation—a critical yet underexplored motivational construct—remains insufficiently examined. This study addresses this gap by exploring the mediating role of organizational identification in the relationship between authentic leadership and felt obligation. Additionally, it introduces person-job fit as a boundary condition moderating the organizational identification–felt obligation relationship, offering a nuanced perspective on contextual factors influencing employee outcomes. Data were collected through a two-phase online survey via Prolific, with a 14-day time separation from 231 U.S.-based participants. Findings indicate that organizational identification mediates the relationship between authentic leadership and felt obligation. Moreover, person-job fit significantly moderates this mediation, with high person-job fit enhancing the positive effects of organizational identification on felt obligation. This study contributes to leadership literature by revealing the indirect effects of authentic leadership on felt obligation through organizational identification and by identifying person-job fit as a crucial boundary condition. These insights have important implications for practice, suggesting that organizations should cultivate authentic leadership and ensure strong person-job fit to foster employee engagement, moral commitment, and enhanced organizational performance.</p>