Exploring the Boundaries of Transformational and Authentic Leadership: A Comparative Analysis of Intrapreneurial Behaviour

The literature has consistently shown that authentic leadership and transformational leadership are associated with positive employee behaviours, although the distinction between the two leadership styles remains a subject of debate. This study examines the relationship between the two leadership styles and employees’ intrapreneurial behaviour, considering the mediating role of optimism, self-efficacy, hope, and affective commitment. Based on a sample of 292 employees in the service sector in Spain, the results show that both leadership styles are negatively associated with intrapreneurial behaviour. However, these relationships are partially explained by the mediating effects of self-efficacy and optimism. The findings suggest a possible overlap between authentic and transformational leadership and highlight the importance of contextual and perceptual factors in understanding how leadership relates to intrapreneurial behaviour at work.