The mediating role of racial discrimination in the relationship between authentic leadership and job commitment in Ghanaian Public Organizations

Abstract Ghana has implemented various laws and policies to promote justice and equality, including the National Policy on Equal Opportunities, the Affirmative Action Policy, and the Labour Act of 2003 (Act 651). The Labour Act is key to ensuring workplace fairness, prohibiting discrimination. However, racial and social inequalities persist, especially in the public sector. This study uses social identity theory to explore how authentic leadership impacts job commitment, with racial discrimination serving as a mediator. Data were collected from 333 employees in a local government in Ghana using a convenience sampling technique. The data were analysed through AMOS software, applying confirmatory factor analysis (CFA) and structural equation modelling (SEM). Results showed significant positive effects of authentic leadership on job commitment and racial discrimination. Racial discrimination also had a notable positive impact on job commitment and partially mediated the relationship between authentic leadership and job commitment. Given the prevalence of racial discrimination, authentic leaders should actively address biases. Local government leaders should establish clear anti-discrimination policies and efficient reporting systems to foster a secure environment where employees feel encouraged to report racism. This approach will help reduce the negative impact of racial discrimination in the workplace.