The Effect Of Authentic Leadership On Employee Caring Behavior With The Mediation Of Self-Efficacy

Abstract

This study was motivated by high work demands, dual roles, operational risks, and the need for coordination among employees of PT. Adhi Guna Putera Padang Branch in the operational area of TUKS Port, Teluk Sirih Steam Power Plant. This study aimed to analyze the effect of authentic leadership on self-efficacy and employee caring behavior, the effect of self-efficacy on employee caring behavior, and the mediating role of self-efficacy. A quantitative approach with a census method was applied to 75 respondents from a target population of 79 employees. Data were collected using a Likert-scale questionnaire and analyzed using Partial Least Square-based Structural Equation Modeling with SmartPLS. The results showed that authentic leadership had a positive and significant effect on self-efficacy (β=0.707; t=11.076; p=0.000) and employee caring behavior (β=0.586; t=4.767; p=0.000). Self-efficacy had no significant effect on employee caring behavior (β=0.242; t=1.845; p=0.065) and did not mediate the relationship between authentic leadership and employee caring behavior (β=0.171; t=1.647; p=0.100). This study concludes that employee caring behavior is more strongly shaped by the direct effect of authentic leadership than through self-efficacy. The implication emphasizes the importance of strengthening open communication, leadership role modeling, cross-functional coordination, and a knowledge-sharing culture