Professionalism as a Moderator of the Effects of Authentic Leadership: Both Substitute and Enhancer

ABSTRACT This research draws on the “substitutes for leadership” theory to examine if professionalism as an individual variable moderates the effect of authentic leadership on followers' job satisfaction and innovative behavior in social service organizations. Data from 667 social workers working in multiple organizations in three large cities in China—Shenzhen, Guangzhou, and Shanghai were used to test the research question. The results show that professionalism substitutes the influence of authentic leadership on follower job satisfaction, while enhances its effects on follower innovative behavior. These findings suggest that professionalism protects social work organizations from lower levels of employee job satisfaction if authentic leadership behaviors are not embedded within the organization. In addition, professionalism works together with authentic leadership in a complementary manner to promote follower innovative behaviors. This research contributes to the literature of authentic leadership and the “substitutes for leadership” theory by enhancing our understanding of the impact of professionalism.