SynthesisF1000Research2026
Does Authentic Leadership Foster Work Engagement? A Post-Pandemic Systematic Review and Meta-Analysis.
Synthesis in F1000Research, 2026. The graph could read no effect estimate from its abstract, so it casts no vote on the map. Not yet cited in PubMed.
What it found
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The abstract states no effect estimate the extractor could read, or names no intervention and outcome on the map, so this paper lights no cell and moves no belief. It is still indexed, cited and linked below.
The trial behind it
Trials whose registry record cites this paper, or whose number appears in the abstract. A trial that started after this paper was published is citing it as background, not reporting it.
Neither the registry nor the abstract names a trial number. If this is a trial report, that itself is worth knowing.
Who cites it
0 citing papers in PubMed.
No citing paper in PubMed yet.
Corrections and comments
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Authors and funding
3 authors.
Funding
No grant is acknowledged in the PubMed record.
Abstract
Background: Work engagement has emerged as a critical psychological resource for organizational resilience in the post-pandemic era. Authentic leadership is theoretically positioned as a key antecedent of engagement, yet empirical findings regarding the strength and consistency of this relationship remain fragmented, particularly across emerging economies. This study synthesizes post-pandemic evidence on the authentic leadership and work engagement relationship, integrating Social Exchange Theory and the Job Demands-Resources model as complementary interpretive frameworks. Methods: Following PRISMA 2020 guidelines, a systematic search was conducted across SCOPUS, Web of Science, Wiley Online, and APA PsycNet for peer-reviewed empirical studies published between 2020 and 2025. Only studies reporting bivariate Pearson correlation coefficients were included. Nineteen studies spanning 12 countries across Asia, Europe, Africa, South America, and Oceania met the inclusion criteria, yielding a combined sample of 6,916 participants. A random-effects meta-analysis using Restricted Maximum Likelihood estimation with Knapp-Hartung adjustment was performed. Subgroup analyses examined cultural power distance, industry type, organizational sector, and country classification as moderators. Results: The analysis revealed a significant positive pooled correlation between authentic leadership and work engagement ( Conclusions: Authentic leadership demonstrated a consistent positive association with work engagement across the diverse contexts represented in the included studies. These findings suggest that authentic leadership development may contribute to fostering decent work environments, with relevance to Sustainable Development Goal 8.
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Registered trials
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