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 3 Regression results testing the mediating effect of psychological empowerment and core self-evaluations

Variable	Proactive behavior				Psychological empowerment		Core self-evaluations
Variable	M₁	M₂	M₃	M₄	M₅	M₆	M₇	M₈	M₉
Leader-member	− 0.08	− 0.10	− 0.11	− 0.11	0.10	0.05	0.08	0.05	0.04
Company	−0.19^**	− 0.17^*	− 0.17^**	− 0.17^**	0.00	0.06	0.02	0.05	0.04
Follower age	−0.05	− 0.05	− 0.07	− 0.08	0.19^**	0.18^**	0.15^*	0.14^*	0.11
Follower gender	0.10	0.09	0.09	0.09	0.04	0.03	0.00	0.00	0.00
Working time with supervisor	0.00	0.00	0.00	−0.01	0.10	0.11	0.04	0.04	0.02
Working time in organization	0.20^*	0.22^*	0.22^*	0.23^*	−0.14	−0.10	−0.05	− 0.04	−0.01
Interaction frequency	−0.01	−0.05	− 0.07	−0.06	0.18^**	0.08	0.21^**	0.16^*	0.15^*
Authentic leadership		0.12⁺	0.10	0.09		0.30^**		0.14^*	0.08
Psychological empowerment				0.11⁺					0.20^**
Core self-evaluations			0.12^*
R ²	0.08	0.09	0.11	0.08	0.08	0.15	0.07	0.09	0.12
F	3.32^**	3.36^**	1.50	2.05^*	3.16^**	23.22^**	2.90^**	3.17^**	4.07^**
∆R ²	0.08	0.01	0.01	0.02	0.08	0.07	0.07	0.02	0.03
∆F	3.32^**	3.43⁺	3.48^**	7.10^**	0.83	6.54^*	2.90^**	4.78^*	10.39^**

Standardized coefficients are reported. ⁺p < 0.10,*p < 0.05, **p < 0.01 (two -tailed)