Analyzing the relationship between authentic leadership and social attrition with an emphasis on the mediating role of organizational loyalty (case study: secondary school teachers)

The present study was conducted with the aim of investigating the relationship between authentic leadership and social wear with the mediating role of organizational loyalty among secondary school teachers (girls and boys) in Birjand city. The current research was applied in terms of purpose and descriptive-correlational in terms of method and based on structural equations. The statistical population included all the secondary school teachers of Birjand city in the academic year of 2014-2016, 530 of whom were selected based on the Karjesi and Morgan table, 223 of whom were selected by stratified random sampling (according to the gender of the teachers). The data collection tools of the research included authentic leadership questionnaires by Walumbwa et al. (2008), social attrition by Duffy et al. (2002), and organizational loyalty by Wells et al. (2011). Data analysis was done with spss and Smart PLS software. Pearson's correlation coefficient was used to test the hypotheses and structural equations were used to test the model. The findings showed the effect of authentic leadership on positive and meaningful organizational loyalty (r=0.562), the effect of authentic leadership on negative and meaningful social wear (r=-0.329), the effect of organizational loyalty on negative and meaningful social wear (r=-0.370) ), also the findings showed that authentic leadership has a significant effect on the social wear of secondary school teachers in Birjand city through organizational loyalty (p<0.01) and the research model was appropriate.