How authentic leadership influences employee proactivity: the sequential mediating effects of psychological empowerment and core self-evaluations and the moderating role of employee political skill

Frontiers of Business Research in China

Table 1 Means, standard deviations, and correlations

Variable	Mean	SD	1	2	3	4	5	6	7	8	9	10	11	12
1. Leader-member	.21	.41	–
2. Company	1.47	.50	.06	–
3. Follower age	35.33	7.40	.26**	.18**	–
4. Follower gender	1.45	.50	−.09	−.30**	.03	–
5. Working time with supervisors	51.24	44.41	.49**	.01	.31**	−.03	–
6. Working time in organization	73.06	58.33	.50**	.12*	.45**	−.00	.75**	–
7. Interaction frequency	2.39	1.29	.00	−.02	−.08	−.05	.00	−.01	–
8. Authentic leadership (T1)	4.63	.67	.09	−.22**	−.07	.05	−.03	−.09	.34**	(.91)
9. Psychological empowerment (T1)	4.61	.60	.13*	.00	.17**	.02	.11	.07	.17**	.32**	(.78)
10. Core self-evaluations (T2)	4.14	.55	.11	.04	.14*	−.01	.08	.08	.20**	.18**	.28**	(.82)
11. Proactive behavior (T3)	4.03	.80	−.02	−.21**	−.01	.16*	.09	.11	−.01	.12*	.12*	.12⁺	(.94)
12. Follower political skill (T2)	4.04	.63	.09	.04	.00	−.17**	.10	.09	.03	.24**	.25**	.35**	.01	(.91)