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South African public health care needs effective leadership that is value-based, transparent, supportive and exemplary in behaviour in order to be efficient and to provide quality service. The objective of this study was to empirically investigate the indirect effect of perceived authentic leadership on organisational citizenship behaviour and intention to leave through psychological capital. A non-experimental cross-sectional survey was used and a sample of 633 employees in public health care was obtained for the study. Participants in the study were predominantly female (79.6%), black (87. 9%), obtained a diploma (38.5%), and had less than five years’ tenure in the organisation. Measuring instruments included the Authentic Leadership Inventory, shortened version of the Psychological Capital Questionnaire, Organisational Citizenship Scale and the PSYCONES’ Intention to Leave Scale. Structural equation modelling was performed to evaluate the hypothesised measurement and structural models using Mplus. Results indicated that perceived authentic leadership did not have an indirect effect on organisational citizenship behaviour or intention to leave via PsyCap. Perceived authentic leadership predicted lower order factors of PsyCap; self-efficacy and optimism predicted organisational citizenship behaviour; and hope predicted intention to leave. Organisations should implement leadership development that is relationally focused and develop employees’ psychological capital. Key terms: Authentic leadership, leadership, authentic leader, psychological capital, organisational citizenship behaviour, intention to leave, public health care, public health care

Authentic leadership, organisational citizenship behaviour and intention to leave: The role of psychological capital