Abstract
This research study is aimed at the development of a theoretical framework that maintains that psychological empowerment mediates the relationship between authentic leadership behaviour and employee job level outcomes i.e. organizational commitment, organization citizenship behaviour and employee work engagement . In addition, as grounded in "Social Identity" and Leader-Member Exchange theory, this study bridges the research gap by examining the moderating role of structural distance between authentic leadership behaviour and psychological empowerment. The findings of this study will be extremely helpful for the HR managers/practitioners to exploit the true potential of their employees and to produce synergetic work results.