Combined effects of authentic leadership and HRM practices on workplace deviance: the mediating role of trust in leadership

Purpose Drawing on Social Exchange Theory (SET), this study examines the influence of authentic leadership on employees' workplace deviance, positing that trust in leadership serves as a central mediating mechanism. Furthermore, this process depends on followers' perceptions of HRM practices. Design/methodology/approach The study sampled 382 employees from Korean firms and collected data across three stages. Hypothesized mediation, moderation and moderated mediation models were tested through regression and bootstrapping techniques. Findings Trust in leadership mediated the relationship between authentic leadership and both interpersonal and organizational deviance. Perceived HRM practices moderate the negative relationship between trust in leadership and workplace deviance, such that this relationship is stronger when perceived HRM practices are high. Accordingly, the indirect effect of authentic leadership on deviance through trust in leadership was amplified under high perceived HRM practices. Originality/value This study reveals that authentic leadership influences employees' deviant behavior through a relational psychological mechanism, thereby extending current theory. It also shows that the organizational context influences the effectiveness of authentic leadership. When perceived HRM practices are high, their effect is more significant.