A study on the effects of authentic leadership on psychological capital and knowledge sharing in China association for NGO cooperation

Abstract

Regardless of public sectors, private enterprises, or non-profi t organizations, breach of good faith and violation of regulation are emerging endlessly in past years. A genuine and honest leader is a key success factor in maintaining organizational running. Authentic leadership is regarded as the foundation of business success. An authentic leader applies positive morality and has the highmorality and value behaviors and languages be the paradigm. It is considered in this study that a non-profi t organization could effectively affect the fi rst-line administrators and organizational volunteers, through a leader's authentic leadership style, transform the degree of psychological capital and knowledge sharing intention and further enhance the operating performance of the non-profi t organization. The leaders and administrators in China Association for NGO Cooperation, as the research samples, are distributed the questionnaires, and 428 valid copies are retrieved, with the retrieval rate 71%. The research results are summarized as following. 1. Authentic leadership shows signifi cant correlations with psychological capital. 2. Psychological capital reveals remarkable correlations with knowledge sharing. 3. Authentic leadership presents notable correlations with knowledge sharing. 4. Psychological capital appears mediating effects on the relation between authentic leadership and knowledge sharing. This study intends to discuss whether authentic leaders in non-profi t organizations could enhance the employees willing to actively share knowledge through psychological capital, provide reference opinions for the practical operation of non-profi t organizations, and propose suggestions for possible directions.