A systematic literature review of the influence of authentic leadership on organisational citizenship behaviours

This systematic literature review consolidates empirical evidence on the association between authentic leadership and organisational citizenship behaviours. Authentic leadership, characterised by its features, fosters trust, psychological safety, and intrinsic motivation among employees. These factors collectively promote voluntary actions that go beyond formal job responsibilities. Based on social exchange theory and self-determination theory, the review examines peer-reviewed studies across sectors. The findings consistently demonstrate a positive direct relationship between authentic leadership and organisational citizenship behaviours, with moderate to strong correlations (average ρ ≈ 0.45) that exceed the influence of other leadership styles. Key mediators include psychological empowerment, trust, work engagement, psychological capital, and organisational identification. Additionally, moderating variables such as organisational justice, prosocial motivation, job demands, cultural dimensions, and contextual factors like crises influence this relationship. While evidence indicates that authentic leadership and organisational citizenship behaviours contribute to improved performance, reduced turnover, and organisational resilience, certain limitations are moderate-to-strong correlations (average ρ ≈ 0.45). These include a lack of exploration of emerging moderators, such as hybrid work arrangements. Practically, organisations should prioritise authentic leadership development initiatives to cultivate positive and productive work environments. For future research, longitudinal studies, greater cultural diversity, and integration with sustainable human resource management practices are recommended to enhance understanding and applicability.