The Real Value of Authentic Leaders:
A Values-centric Model to understand Follower Behaviors

Abstract
Deriving from the literature on values, we propose a model which answers the call from scholars to examine the underlying processes through which authentic leadership impacts followers’ behavior and performance. We propose that by developing intrapersonal and interpersonal continuity in their followers’ values (value salience and person-supervisor value congruence respectively), authentic leaders could enhance followers’ task performance and organizational citizenship behavior, and reduce counterproductive work behavior. The model also contributes to research on values by examining the psychological and contextual factors, i.e. person-organization value congruence and self-concept clarity, which moderate the relationship between authentic leadership, value congruence and follower outcomes.

Introduction
Having witnessed several failures of corporate and economic machinery in the recent past, management scholars have been forced to look into the underlying reasons thereof from several different perspectives. As a fundamental shift in focus onto softer aspects of corporate leadership, leaders are being increasingly scrutinized for their leadership styles and moral values. Through this paper, we aim to contribute to a growing area of research in this domain by proposing a theoretical model to understand how leaders’ attitudes and values impact followers’ behavior and performance.
Complex work organizations are an ideal context for exploring human values (Connor& Becker, 1975). In the person-environment literature, the relative stability of individual values is presumed, and hence much less is known about the causes and consequences of the shifts in the perceptions of value congruence (Caldwell et al., 2004). Though values, as a predictor of