Abstract
The current research examined the role of perceived authentic leadership
(AL), work overload (job demand), and autonomy on the job (job
resource) in strain and motivational paths of the JD-R model. The sample
of the present study was recruited through purposive sampling technique
and it comprised 500 university teachers from Islamabad and the Punjab
province. Decision Authority Subscale of Job Content Questionnaire
(Karasek, 1985), Authentic Leadership Questionnaire (Walumbwa,
Avolio, Gardner, Wernsing, & Peterson, 2008), Quantitative overload
subscale of Role Overload Scale (Dekker & Barling, 1995),
Organizational Citizenship Behavior Scale (Williams & Anderson,
1991), Maslach Burnout Inventory-Educator Survey (Maslach, Jackson,
& Leiter 1996), In-Role Performance Scale (William & Anderson,
1991), and Utrecht Work Engagement Scale (Schaufeli & Bakker, 2003)
were used in the current research. Findings of structured equation
modeling indicated that perceived AL positively predicted job
autonomy, in-role performance, work engagement (WE), and extra-job
execution, and contrarily anticipated job over-burden and burnout.
Employment self-rule decidedly anticipated extra-job execution and WE
and adversely anticipated burnout. Burnout was the negative predictor of
in-role performance as well as extra-role performance. Burnout
suppressed the negative effect of role overload on in-role performance.
Job autonomy and role overload mediated the relationships of perceived
AL with extra-role performance, burnout, and WE; and burnout
mediated the relationships of perceived AL with in-job and extra-job
execution. Implications of the results and proposals for future
investigations have been reflected upon.
Adnan Adil, Anila Kamal, Sultan Shujja. (2019) Perceived Authentic Leadership in Relation to In-role and Extra-role Performance: A Job Demands and Resources Perspective, Journal of Behavioural Sciences, Volume 29, Issue 1.
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