Authentic Leadership and Innovative Work Behaviour: Exploring the Role of Trust, Power Distance Orientation, and Job Satisfaction
Authentic Leadership and Innovative Work Behaviour: Exploring the Role of Trust, Power Distance Orientation, and Job Satisfaction

Summary/Abstract: Objective: In today’s rapidly evolving business landscape, the role of authentic leadership infostering innovative work behaviour among employees has gained significant attention. Thispaper explores and analyses authentic leadership’s influence on innovative work behaviour.Furthermore, it examines the mediation role of trust in leaders and the moderation role of powerdistance orientation and job satisfaction within this relationship.Research Design & Methods: A systematic literature review was conducted to identify relevantstudies on authentic leadership, innovative work behaviour, trust, power distance orientation, jobsatisfaction, and their interrelationships. The selected studies were critically analysed to identifycommon themes, methodologies, and findings. We employed the PRISMA method to choose thepapers and bibliometric analysis was performed through VOS viewer software.Findings: We provide insights into how authentic leadership influences employees’ innovativework behaviour by examining relevant literature. This paper also provides research gaps based on existing literature and empirical research. The review integrates and analyses existing literatureto provide insights into the relationships between the variables.Implications / Recommendations: Organisations should prioritise developing authentic leaderswho build trust and create a supportive environment for innovation. Fostering a culture of lowpower distance and employee involvement enhances the positive impact of authentic leadershipon innovation. Additionally, improving job satisfaction through various strategies promotes aninnovative work environment.Contribution: As far as we know, prior studies have not investigated how job satisfaction andpower distance orientation influence the connection between authentic leadership and innovativework behaviour. This paper contributes to the literature by providing insights into the interveningroles of job satisfaction and power distance orientation in the unique context of Pakistani start-ups.

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