This study empirically examined how the components of authentic leadership—selfawareness, internalised moral perspective, balanced information processing, and relational transparency—are associated with followers’ job performance. By relying on social
identification, the study investigated whether organisational identification moderates this relationship. To test the hypotheses, multilevel data analysis was performed on a sample of 76 leaders and 208 followers from 12 organisations representing the public and private sectors. The results showed that authentic leadership has a positive relationship with followers’ job performance. Relatedly, the study also found that organisational identification moderates this relationship. Lastly, the paper discusses the theoretical and
practical contributions in the light of the findings.