2
   The impacts of Authentic Leadership on employee’s work engagement and creativity  
   in Vietnam: the mediating role of psychological contract and organizational justice
                                                             1. Introduction
            Luthans and Avolio (2003) defined authentic leadership as a “process that draws from 
            both positive psychological capacities and a highly developed organizational context, 
            which results in both greater self-awareness and self-regulated positive behaviours on 
            the part of leaders and associates, fostering positive self-development” 
   Major work on authentic leadership has  taken place in the Western cultures therefore, answer to 
   the question of relevance of  the authentic leadership to other cultures across the world needs 
   further exploration (Avolio and Walumbwa, 2014)
            Research on authentic leadership has been conducted in Canada, USA,  Germany, 
            Norway China, Taiwan, Iran, Belgium, India, and Pakistan. But authentic leadership in 
            Vietnam is almost non-existent
  2
                                                                            3
   MỤC ĐÍCH
                                                             1. Introduction
            Luthans and Avolio (2003) defined authentic leadership as a “process that draws from 
            both positive psychological capacities and a highly developed organizational context, 
            which results in both greater self-awareness and self-regulated positive behaviours on 
            the part of leaders and associates, fostering positive self-development” 
   Major work on authentic leadership has  taken place in the Western cultures therefore, answer to 
   the question of relevance of  the authentic leadership to other cultures across the world needs 
   further exploration (Avolio and Walumbwa, 2014)
            Research on authentic leadership has been conducted in Canada, USA,  Germany, 
            Norway China, Taiwan, Iran, Belgium, India, and Pakistan. But authentic leadership in 
            Vietnam is almost non-existent
  3
   APBR WORKSHOP                                                            4
   The impacts of Authentic Leadership on employee’s work engagement and creativity  
   in Vietnam: the mediating role of psychological contract and organizational justice
                                                             1. Introduction
            Walumbwa et al. (2008) defined of authentic leadership as the behaviour of the leaders 
            which emanates from positive organizational behaviour with major focus on ethical 
            climate,  and    proposed  four  inter-related  factors:  self-awareness,  relational 
            transparency, balanced processing and internalized moral  perspective
   Self-awareness: Authentic leaders are awared of   their own strengths  and weaknesses. 
   Relational transparency: the transparent and truthful communications by leaders. 
   Balanced processing: the ability to make decisions based on true and relevant information, relying  
   on objective analysis of data, and incorporating views from all relevant quarters.
   Internalized moral perspective: aware of one’s own personal and core values, and ability to foster 
  4 these 
   values in followers
   APBR WORKSHOP                                                                5
   The impacts of Authentic Leadership on employee’s work engagement and creativity  
   in Vietnam: the mediating role of psychological contract and organizational justice
                                                     The outcomes of Authentic leadership
     Extant  literature  reveals  that  authentic  leadership  is  related  to  different   
   outcomes such as: psychological capital (Amunkete & Rothmann, 2015; Woolley, 
   Caza, & Levy, 2010), work engagement (Giallonardo, Wong, & Iwasiw, 2010), work 
   climate (Nelson et al., 2014), psychological well-being (Nelson et al., 2014), and 
   creativity and innovativeness (Müceldili, Turan, & Erdil, 2013). 
   Research also suggests the mediating role of positive beliefs on the relationship 
   between authentic leadership and outcomes:
   Rego et al.,  (2016)  found  the  mediating  role  of  psychological  capital  on  the   
   relationship  between  authentic  leadership  and  employees’  organizational 
   commitment.
  5Cerne  et  al.,  (2013)  confirmed  that  employees’  perception  of  management 
   support mediated  the relationship between authentic leadership and creativity
   APBR WORKSHOP                                                          6
   The impacts of Authentic Leadership on employee’s work engagement and creativity  
   in Vietnam: the mediating role of psychological contract and organizational justice
                                                 2. Purpose of the study
     This studyexplores the impacts of authentic leadership (AL) on employees’ work engagement 
     and employee’s creativity in Vietnamese organizations.
     It  also  investigate  the  mediating  role  of  employer’s  relational  psychological  contract  and 
     organizational justice on these relationships.
     This study adopts a quantitative research design with data collected from 533 employees 
     from 26 Vietnamese companies in Hanoi, Danang and Hochiminh city. 
     Structural Equation Modeling (SEM) was used to analyze data.
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