The aim of the study is to explore the relationship between authentic leadership and socially responsible behavior among employees in Saudi Arabia's service sector, which aligns with Saudi Vision 2030. Utilizing social cognitive theory as the theoretical framework, the research proposes that authentic leadership indirectly influences socially responsible behavior through psychological empowerment and psychological capital as parallel and serial mediators. Additionally, the study examines the moderating effect of CSR perceptions on these relationships. A cross-sectional survey was conducted with 348 employees from the service sector. The results indicate no direct impact from authentic leadership on socially responsible behavior, but reveal authentic leadership does indirectly impact SRB through psychological empowerment and psychological capital sequentially. Moreover, CSR perceptions significantly moderate the relationship between authentic leadership and psychological empowerment, thereby reinforcing the indirect positive impact on SRB. The study highlights the importance for organizations in the service sector to develop authentic leadership programs, psychological empowerment, and psychological capital initiatives to enhance socially responsible behavior and employee performance.
