Background: The economic record in the world has affected all industries, including the construction industry, forcing them to reduce costs while maintaining quality based on standards. Managing these challenges requires a change in the leadership and management style of construction companies. Authentic Leadership is a method in which leaders are genuine, self-aware, and transparent and emphasize profit and share price over people and ethics. In this paper, we study the authenticity in educational leadership for construction educational Small & Medium Enterprises (SMEs), through the 5^th wave theory and structural equation modeling. Methods: In this paper, structural equation modeling with partial least squares (PLS) approach examines the presented model. The sampling method is enumeration, data is collected by questionnaire, and the collection method is field research. The target society of this section is senior managers, leaders, and owners of 42 construction educational (SMEs) and building mass production in Guilan and Mazandaran provinces (in North Iran besides the Caspian Sea) with more than 15 years of experience. Results: Examination of research’s hypothesis shows that preconditions of authentic leadership, including organizational structure, emotional quotient (EQ), relationship-oriented organizational culture, rules and regulations and ethical reasons of the leader affects enormously authentic leadership. In addition, authentic leadership affects consequences such as staff bullying, extra-role behavior, professional ethics, burnout, job productivity, innovative product, self-control, mindfulness and optimism of the employees. Conclusion: This research shows that the role of authentic leader is undeniable in increasing the employees’ innovation and productivity through unique mechanisms.

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