Abstract
Based on the gaps identified in a literature review, this developmental paper proposes to test a novel conceptual model. The study examines the mediating effects of followers’ perceived leaders’ verbal deception (lying behaviour) and followers’ workplace dignity on the relationship between leader empathy and job performance. The relationships are explained with theoretical support from the Leader-Member Exchange theory (LMX) and Interpersonal Deception theory (IDT). The conceptualisation brings originality by expanding the existing literature on leadership, workplace dignity, and deception (verbal deception), contributing to the theoretical domains of organisational behaviour, social psychology, humanistic management, and human resource management. The anticipated results of this research are expected to substantially contribute to strengthening transparent leader-follower dynamics and improve performance at different organisational levels by cultivating a culture anchored in dignity.
Keywords: Leader empathy, leaders’ verbal deception, followers’ workplace dignity, job performance