ABSTRACT
The chapter contains the theoretical background and hypotheses development concerning leadership influence on job performance. The notion of leadership importance for shaping job performance is presented at the beginning. Next, organizational trust is introduced as the mediator between leadership and job performance. Its mediating role is considered from the point of view of both: authentic leadership positive influence on job performance and fake leadership negative influence on job performance. It is followed by the description of the positive job-related attitudes and their role in mediating the influence between leadership and job performance. Job-related attitudes, which role is considered, are work motivation, work engagement, job satisfaction, and organizational commitment. Their mediating role is also considered from the point of view of both: authentic leadership positive influence on job performance through intraorganizational trust and fake leadership negative influence on job performance through intraorganizational trust. Based on that, job performance models based on authentic and fake leadership are presented, in which the influence is mediated by intraorganizational trust and positive job-related attitudes. Next, the opposite approach to job-related attitudes is considered, introducing another model of job performance based on fake leadership, which in turn is mediated by intraorganizational trust and negative job-related attitudes: disengagement, dissatisfaction, and antimotivation. It shows that fake leadership does not only limit the positive influence of job-related attitudes on job performance but also boosts negative influence of job-related attitudes on job performance.
