Name of the Article: How authentic leadership and perceived organizational support effect

on employee engagement and commitment: Intervening role of work life balance and
organizational identification.

Introduction
In today’s business world, it very much important for the leader to be authentic and organization
should be perceived as supportive to ensure employee engagement and commitment by ensuring
work life balance and through the sense of organizational identification. This paper is trying to
bring together the Human resource management and organizational behaviour together.

Here are some other study of this paper :

1. Authentic Leadership and Its Effects on Employee Outcomes
Authentic leadership (AL), introduced by Avolio and Gardner (2005), is considered a
foundational leadership style from which other positive leadership models emerge. Recent
meta-reviews affirm that AL fosters favorable employee outcomes such as work engagement,
organizational citizenship behaviors, and enhanced performance, while also reducing turnover
intentions . Empirical studies grounded in social contagion theory have demonstrated that core
AL dimensions—relational transparency, balanced processing, internalized moral perspective,
and self-awareness—increase trust in leadership and, in turn, drive higher work engagement .
Moreover, trust in the leader often mediates the AL–engagement link, enhancing employee
motivation and well-being.
2. Perceived Organizational Support: Enhancing Commitment and Engagement
Perceived organizational support (POS) refers to employees’ belief that their organization values
their contributions and cares about their well-being—a concept originating in Eisenberger and
colleagues’ organizational support theory . POS consistently predicts positive attitudes and
behaviors, including increased affective commitment, reduced turnover intent, and greater in-role
and extra-role performance . More recent work in the banking and higher-education contexts has
confirmed that POS exerts direct and indirect effects on job satisfaction and work attitudes,
especially when combined with supportive supervisory behaviors and other structural resources .
3. Work–Life Balance as a Mediator
Work–life balance (WLB) refers to the equilibrium between professional and personal life
domains and encompasses both conflict and enrichment processes . Emerging research
emphasizes that organizational and supervisory support can improve WLB by providing flexible
resources, autonomy, and emotional support—thus enhancing employee well-being and indirect
outcomes like performance and engagement . In Bangladesh’s private banking sector, for
example, WLB has been shown to mediate the relationships between POS, supervisory support,
and job satisfaction, suggesting WLB functions as a vital psychological pathway . Similar
findings in Spain and tourism sectors further underscore WLB’s mediating role between
organizational support and employees’ attitudinal outcomes like commitment and well-being .
4. Organizational Identification as a Moderator
Organizational identification (OI) is the degree to which employees perceive unity with their
organization, integrating its values into their own self-identity . It is theoretically grounded in
social identity theory and is empirically linked to increased retention, extra-role behaviors, and
reduced turnover intentions . Notably, Edmonds and Peccei (2010) argue that POS fosters OI,
which mediates and amplifies the impact of support on employee involvement and
commitment . Further, recent research conducted in Bangladesh showed that OI moderates the
indirect effects of POS (and supervisory support) on job satisfaction via WLB: employees high
in OI experience stronger indirect effects, reinforcing the importance of identity alignment when
interpreting organizational signals .
5. Employee Engagement and Organizational Commitment: Dependent Outcomes
Employee engagement—conceptualized as a positive, absorbing state in which individuals are
energized, dedicated, and fully immersed in their work—is associated with well-being, enhanced
productivity, and performance across contexts . Gallup’s 2023 global study estimated that
disengaged employees cost the world nearly 9% of GDP, highlighting the critical organizational
impact of engagement levels . Organizational commitment, especially affective commitment, is
closely related and often distinguished from engagement. While engagement captures energized
involvement in tasks, commitment refers to an emotional attachment to and identification with
the organization, reducing turnover and supporting long-term retention .
6. Integrated Theoretical Framework
Integrating the above constructs yields a rich theoretical model: authentic leadership and
perceived organizational support serve as key independent variables that foster professional and
psychological resources. These, in turn, support work–life balance—a mediating variable that
translates support into outcomes by improving well-being and enabling employees to thrive both
personally and professionally. Simultaneously, organizational identification functions as a
moderating variable, strengthening the indirect effect of support through WLB by aligning
employees’ identity with organizational values. Finally, the ultimate dependent variables are
employee engagement—capturing active involvement in work—and organizational commitment
—reflecting emotional attachment and retention intent.
Together, these relationships suggest a moderated-mediation model: authentic leadership and
POS enhance engagement and commitment through improved WLB, but the strength of this
transmission is contingent on employees’ level of OI.
7. Research Gaps and Rationale
Despite theoretical justification, empirical studies seldom examine this full configuration: few
works combine AL and POS as joint antecedents, include WLB as mediator, and include OI as a
boundary condition. Existing literature tends to focus on single links (e.g. AL → engagement,
POS → commitment), but neglect the conditional indirect processes across multiple constructs
simultaneously. Moreover, context-specific research—like that in Bangladesh’s service industries
—reveals cultural and structural nuances, yet generalizable models across contexts remain
limited .
8. Study Purpose and Contributions
Given the gaps, this study aims to empirically test the joint effects of authentic leadership and
perceived organizational support on employee engagement and commitment, mediated by work–
life balance and moderated by organizational identification. Contributions include:
1. Theoretical integration of positive leadership theory, social exchange theory, organizational
support theory, and social identity theory.
2. Contextual extension by examining these dynamics in a cultural setting or industry where both
WLB practices and identification may play distinct roles.
3. Managerial insights on how organizations can simultaneously develop ethical leadership,
enhance POS, support work–life balance policies, and foster organizational identification to
improve engagement and retention.
9. Research Questions
Building on this framework, the study investigates:
1. How do authentic leadership and perceived organizational support influence work–life
balance?
2. Does work–life balance mediate the relationships between AL/POS and employee engagement
and commitment?
3. Does organizational identification moderate the indirect effects of AL and POS through WLB
to engagement and commitment?