The Influence of Positive Emotional Capital and Leader-Member Exchange on Authentic Leadership and Employee Performance

Running Head: POSITIVE LEADERSHIP
POSITIVE LEADERSHIP
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Introduction
Authentic leadership has gained an important focus and assistance in the research
during the past few years. It has been from observed various sources that original leadership
are related with leadership members exchange and increasing stages of psychological capital.
In this aspect, the time has come to have a broad understanding about the influence of these
factors on the performance of the personnel. However, this study in particular examines the
on-going role of the staff’s positive emotional capital and increasing part of the leaders’
members’ exchange that may influence the association in between authentic leadership and
the presentation of the employees. Based on these factors, the study investigates the mediated
model of moderation with various employees working within the organisation in association
with their immediate leaders.
The relationship between genuine leadership, leader’s member exchange and
From various study in literature, it has been reported that a positive, original an ethical
form of leadership is usually referred to as authentic leadership, which comes with a positive
initiative towards the management of the organisation that also helps in accomplishing the
organisational objectives despite the challenges. As stated by Wang et al. (2014), authentic
form of leadership is characterised by the frontrunner’s capability and skills of self-efficacy,
clearness in work and communicating work and clarity in attitude. In addition this, genuine
form of front-runners tend to segment communications that are essential for building decision
thus accommodating with other involvements along with the disposure of individual
standards and feelings. These types of components of authentic leadership help the staffs to
effectively analyse the capabilities and moral moral of the authentic leadership practices.
Until now, it is found that the growth of leadership is underlying the process of
growth of positive leadership that is particularly enthusiastic to the increasing undercurrents

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of the front-runners and the characteristics of the subsequent staffs. In this aspect, it has been
established that the authentic leadership has the capability of increasing the optimistic
organisational attitude, provided with a wisdom of faith, feeling that influences the boldness
of the employees, performance and performance as well (Banks et al. 2016). Presently some
empirical studies have revealed the changing dynamics on the involvement of the leaders
within the process. Therefore, research in this context unveiled that authentic leaders have the
ability to influence and motivate efficient performance of the employees. However, a proper
understanding of the intermediate employees are necessary as they have the ability to
influence the authentic leadership and the performance of the staffs as well.
Considering the theory of complementary congruity, it can be stated that authentic
form of leadership can effectively deliver and complement towards the needed competencies
of the employees for performing in an effective way. On the contrary, Hoch et al. (2018)
stated that psychological capital has now been widely recognised as the stereotype of the
positive psychological components such as, hope, efficiency and positivity within the
employee.
Therefore, based on the assumptions, it has been noted that difference in between the
employer can explore the factors of LMS in a way of distributing the impact of authentic
leadership on the intermediate staffs on the basis of two crucial reasons. First reason is that
leadership is a debatable method of relations, which can be signified as the connection in
between leaders and the employee evolving at different stages during the course of the
process (Harms et al. 2017). Moreover, the environment and values of this connection have
been seen to be important in the direction of the defiance of leadership that affects the
responses of the employees. The second reason is that for accepting the conditional impact of
emotional capital on the positive form of management and employee presentation, this
method is the most pertinent for the balancing congruity. In this aspect, Bedi et al. (2016)

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states that the research which has been conducted earlier or in the past observed that from the
ongoing statement and conversation in the linking in between influential members may lead
to the positive emotional activities amongst the staffs. Therefore, this fluctuating change of
emotional capital of the staffs within LMS may be justifiable for the changing impact on the
authentic forma of leadership and worker presentation.
From the hypothetical viewpoints, four main classification can be deduced on the
characteristics of authentic management that are well adjusted on their operation, interior
ethical insights, and interpersonal originality as well as self-effectiveness (Newman et al.
2017). In this regards, balanced form of operations signifies the analysis of all the needful
information before reaching the conclusion. In contrast to this, internal ethical perception
refers to the changing behaviour of the leaders including the internal ethical standards and
values. This are usually different from the ethical pressures on the employees and the
workload found in organisation. As stated by Wang et al. (2016), interpersonal clearness
signifies the individual contact, like exposed distribution of material and articulating unique
opinions with the staffs. Again. Self-consciousness refers to the fact that the leaders have the
ability to recognise employee’s insight of management along with the capability to
comprehend their own reasons, strong point as well as faintness among them. Therefore, it
can be said that leaders who have increasing levels of self-consciousness can be helpful in
improving the originality and efficiency using the skills self-consciousness and self-
representation.
Psychological capital of various workers
From the various sources of literary and by emphasising on the part of relational
method, it can be said that the LMX has the ability to arbitrate the linking in between
authentic leadership and the worker presentation. As stated by Černe et al. (2014),