This Special Issue is the result of the inaugural summit hosted by the Gallup Leadership Institute at the University of Nebraska-Lincoln in 2004 on Authentic Leadership Development (ALD). We describe in this introduction to the special issue current thinking in this emerging field of research as well as questions and concerns. We begin by considering some of the environmental and organizational forces that may have triggered interest in describing and studying authentic leadership and its development. We then provide an overview of its contents, including the diverse theoretical and methodological perspectives presented, followed by a discussion of alternative conceptual foundations and definitions for the constructs of authenticity, authentic leaders, authentic leadership, and authentic leadership development. A detailed description of the components of authentic leadership theory is provided next. The similarities and defining features of authentic leadership theory in comparison to transformational, charismatic, servant and spiritual leadership perspectives are subsequently examined. We conclude by discussing the status of authentic leadership theory with respect to its purpose, construct definitions, historical foundations, consideration of context, relational/processual focus, attention to levels of analysis and temporality, along with a discussion of promising directions for future research.

Authentic leadership development: Getting to the root of positive forms of leadership

According to Hitt (1998), “we are on the precipice of an epoch,” in the midst of a new economic age, in which twenty-first century organizations are facing a complex competitive landscape driven largely by globalization and the technological revolution. This new age is about an economy where knowledge is a core commodity and the rapid production of knowledge and innovation is critical to organizational survival (Bettis and Hitt, 1995; Boisot, 1998). Consistent with these changes, much discussion is taking place in the management literature regarding challenges facing organizations in a transitioning world (Barkema et al., 2002; Bettis and Hitt, 1995; Child and McGrath, 2001).

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Complexity Leadership Theory: Shifting leadership from the industrial age to the knowledge era !

This study provided a meta-analysis of the relationship of the Ohio State leadership behaviors— Consideration and Initiating Structure—with leadership. Overall, 163 independent correlations for Consideration and 159 correlations for Initiating Structure were analyzed. Results revealed that both Consideration (.48) and Initiating Structure (.29) have moderately strong, nonzero relations with leadership outcomes. Consideration was more strongly related to follower satisfaction (leader satisfaction, job satisfaction), motivation, and leader effectiveness, and Initiating Structure was slightly more strongly related to leader job performance and group– organization performance. Validities did vary by leadership measure, but in most cases validities generalized regardless of the measure used. Overall, the results provide important support for the validity of Initiating Structure and Consideration in leadership research.

http://www.timothy-judge.com/Judge,%20Piccolo,%20&%20Ilies%20(JAP%202004).pdf

The forgotten ones? The validity of Consideration and Initiating Structure in leadership research

The agenda for theory and research in the field of leadership studies has evolved over the last 100 years from focuses on the internal dispositions associated with effective leaders to broader inquiries that include emphases on the cognitions, attributes, behaviors, and contexts in which leaders and followers are dynamically embedded and interact over time. Leadership theory and research has reached a point in its development at which it needs to move to the next level of integration--considering the dynamic interplay between leaders and followers, taking into account the prior, current, and emerging context--for continued progress to be made in advancing both the science and practice of leadership.

Promoting more integrative strategies for leadership theory-building.

Leaders have been argued to play a key role in determining organizational effectiveness across all levels (e.g., individual, team, unit) that exist within organizations. A key component in a leader's ability to be effective within such environments is the degree to which subordinates and co-workers trust him/her. Therefore, it is not surprising that researchers and practitioners alike are interested in identifying the mechanisms through which trust in leadership can be developed as well as those factors which moderate this relationship [e.g., Gillespie, N. A., Mann, L. (2004). Transformational leadership and shared values: The building blocks of trust. Journal of Managerial Psychology, 19, 588–607; Kouzes and Posner, 1995; Roberts, K. H., O'Reilly, C. A. (1974). Failures in upward communication in organizations: Three possible culprits. Academy of Management Journal, 17, 205–215; Whitener, E. M. (1997). The impact of human resource activities on employee trust. Human Resource Management Review, 7, 389–404]. Despite this, research that has addressed the factors that foster trust in leaders and the outcomes of this trust has been disjointed and, as yet, no comprehensive model has been presented to systematically examine these factors. Therefore, the purpose of this article will be to present an integrative model of trust in leadership.

Trust in leadership: A multi-level review and integration

This publication contains reprint articles for which IEEE does not hold copyright. You may purchase this article from the Ask*IEEE Document Delivery Service at http://www.ieee.org/services/askieee/

Leadership in the twenty-first century

PART ONE: THE CHANGING ENVIRONMENT OF 21ST-CENTURY ORGANIZATIONS Toward the New Millennium - Warren Bennis & Burt Nanus The Corporate Identity Crisis - Alvin Toffler From the Pendulum to the Fire - William Bergquist Coming to Terms with Irreversible Change Paradigm Shift - Don Tapscott & Art Caston Introduction The Virtual Organization - Samuel Bleecker PART TWO: THE INHERENT LEADERSHIP CONTEXT Bureaucracy Versus Leadership - James MacGregor Burns Large-Scale Organized Systems - John Gardner The Paradoxes of Leadership - Jeffrey Barach & D Reed Eckhardt Reforming Institutionalized Organizations - Nils Brunsson & Johan Olsen PART THREE: LEADERSHIP CONCEPTS AND THEORIES IN ORGANIZATIONS Leadership and Management - Joseph Rost Servant Leadership in Business - Robert Greenleaf What Is Leadership? - Max De Pree Transactional and Transforming Leadership - James MacGregor Burns Improving Organizational Effectiveness through Transformational Leadership - Bernard Bass & Bruce Avolio Introduction Contingency Theories of Leadership - Richard Hughes, Robert Ginnett and Gordon Curphy Chaos and the Strange Attractor of Meaning - Margaret Wheatley The Ethics of Charismatic Leadership - Jane Howell Submission or Liberation? PART FOUR: LEADER-PARTICIPANT RELATIONSHIPS IN ORGANIZATIONS Tyrannosaurus Rex - Charles Manz and Henry Sims JR The Boss as Corporate Dinosaur Leadership Secrets from Exemplary Followers - Robert Kelley The Empowering Leader - Ann Howard Unrealized Opportunities Customers take Charge - Michael Hammer and James Champy Strategic Customers or Strategic Citizens ? Public Leadership and Resistant Followership - Patricia Patterson PART FIVE: THE IMPETUS FOR ORGANIZATIONAL LEADERSHIP: VISION, MISSION AND GOALS Why Does Vision Matter - Burt Nanus Organizational Vision and Visionary Organizations - James Collins and Jerry Porras The Dark Side of Leadership - Jay Conger Strategic Management - Gregory Dess and Alex Miller Mission and the General Environment PART SIX: THE IMPLEMENTATION OF ORGANIZATIONAL LEADERSHIP: STRUCTURE AND ORGANIZATIONAL DESIGN From Bureaucracies to Networks - Gareth Morgan The Emergence of New Organizational Forms Is a Network Perspective a Useful Way of Studying Organizations - Nitin Nohria Self-Directed Work Teams - Kimball Fisher What are they and where did they come from The Strategy Team - Kenneth Smith and Henry sims JR Teams at the Top-The Operating Committee: The Core of the Strategy Team PART SEVEN: LEADERSHIP AUTHENTICITY: ORGANIZATION CULTURE Strong Cultures - Terrence Deal and Allan Kennedy The New 'Old Rule' for Business Success On the Role of Top Management - John Kotter and James Heskett Values in Leadership - Ronald Heifetz The Strategy Team - Kenneth Smith and Henry Sims JR Teams at the Top-Core Values as a Strategic Driver Moral Leadership and Business Ethics - Al Gini Business Ethics as Moral Imagination - Joanne Ciulla Changing the Conditions of Work - Lotte Bailyn Responding to Increasing Work Force Diversity and New Family Patterns Going Beyond the Rhetoric of Race and Gender - John Fernandez Leading and Empowering Diverse Followers - Lynn Offermann PART EIGHT: LEADERSHIP AND CAPACITY BUILDING IN ORGANIZATIONS Personal Mastery - Peter Senge Building Individual Learning - Francis Gouillart and James Kelly The Leader's New Work - Peter Senge Building Learning Organizations Successful Change and the Force that Drives it - John Kotter Collaboration - Barbara Gray The Constructive Management of Differences Recognize Contributions - James Kouzes and Barry Posner Linking Rewards with Performance PART NINE: SOCIAL RESPONSIBILITY AND ORGANIZATIONAL LEADERSHIP: THE NEW WORK OF 21ST-CENTURY ORGANIZATIONS The Merchants and their Visions - James Liebig A New Wave - L Lawrence Embley The Fire this Time? - Samuel Greengard and Charlene Solomon Environmental Leadership - Kathleen Dechant and Barbara Altman From Compliance to Competitive Advantage the Seven (almost) Deadly Sins of High-Minded Entrepreneurs - Anne Murphy The Age of Social Transformation - Peter Drucker PART TEN: LEADING THE NEW ORGANIZATION Leadership and the Social Imperative of Organizations in the 21st Century - Gill Robinson Hickman Leadership in the 21st Century - Kathleen Allen et al

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Leading Organizations: Perspectives for a New Era

Acknowledgments Introduction The St. Luke Penny Savings Bank: A Change Vignette Purpose, Concepts, and Practices PART I. CONCEPTUAL PERSPECTIVES ON LEADING CHANGE Introduction Ch 1. Causality, Change, and Leadership by Gill Robinson Hickman and Richard A. Couto Barbara Rose Johns Analytical Elements Conclusion PART II. LEADING ORGANIZATIONAL CHANGE Introduction The Environment of Organizational Change Purpose of Organizational Change Change Vignette: Technology Solutions Turns Disaster Into Dividends Ch 2. Concepts of Organizational Change What Kind of Organizational Change Do We Want or Need? Conclusion Ch 3. Concepts of Leadership in Organizational Change What Type of Leadership Do We Want or Need to Accomplish Change? Conclusion Ch 4. Organizational Change Practices Which Practices Do We Employ To Implement Change? Conclusion Applications and Reflections PART III. LEADING COMMUNITIY AND ORGANIZATIONAL CHANGE Ch 5. Community Change Context by Richard A. Couto, Sarah Hippensteel and Marti Goetz Introduction Purpose of Community Change Change Vignette: Citizens for the Responsible Destruction of Chemical Weapons Concepts of Change Concepts of Leadership Change Practices Conclusion Application and Reflection Ch 6. Crossing Organizational and Community Contexts Introduction Change Vignette: Microcredit to Rural Women Concepts of Change Across Organizational and Community Contexts Concepts of Leadership Across Organizational and Community Contexts Change Practices Across Organizational and Community Contexts Conclusion PART IV. LEADING POLITICAL AND SOCIAL CHANGE Ch 7. Political Change Context by Richard A. Couto Introduction Purpose of Political Change Change Vignette: Extraordinary Rendition Concepts of Political Change Concepts of Political Leadership Change Practices Conclusion Application and Reflection Ch 8. Social Change Context Introduction The Purpose of Social Change Change Vignette: OASIS: An Initiative in the Mental Health Consumer Movement Concepts of Social Change Concepts of Social Change Leadership Social Change Practices Conclusion Application and Reflection Ch 9. Crossing Political and Social Contexts Introduction Vignette: The Sikh Coalition Concepts of Political and Social Change Concepts of Political and Social Leadership Change Practices Across Political and Social Contexts Conclusion PART V. LEADING GLOBAL CHANGE Ch 10. Global Change Context by Rebecca Todd Peters and Gill Robinson Hickman Introduction Purpose of Global Change Change Vignette: Chad-Cameroon Pipeline Concepts of Global Change Concepts of Global Leadership Global Change Practices Conclusion Application and Reflection Ch 11. Crossing Global and Social Contexts: Virtual Activism in Transnational Dotcauses, E-Movements, and Internet Nongovernmental Organizations Introduction Change Vignette: Is Global Civil Society a Good Thing? Concepts of Virtual Change Concepts of Virtual Leadership Virtual Change Practices Conclusion Conclusion: Connecting Concepts and Practices in Multiple Contexts Epilogue: Leading Intellectual Change: The Power of Ideas by James MacGregor Burns Index About the Author About the Contributors

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Leading Change in Multiple Contexts: Concepts and Practices in Organizational, Community, Political, Social, and Global Change Settings

Acknowledgments 1. Unmasking Leadership 2. Illuminating the Secrets of Ancient, Hidden, and Modern Wisdom 3. Exposing the Ethics of Invisible Leadership 4. Lighting the Path: The Invisible Leadership Study 5.Seeing the Unseen: Experiences With Invisible Leadership 6. Leading Invisibly: The Common Purpose as Leader Appendix: Invisible Leadership Survey Index About the Authors

The Power of Invisible Leadership: How a Compelling Common Purpose Inspires Exceptional Leadership

Instructional leadership entails a clear demonstration of integrity between instructional practices and the teaching of corresponding leadership concepts, theories and research. This article illustrates an approach to modeling leadership in the classroom based on shared power, group action and involvement, and service to others. It invites leadership educators to identify their own beliefs and concepts about the subject and consciously apply them in the courses that they teach.

Gill Robinson Hickman

Papers

Leadership in the twenty-first century

Leading Organizations: Perspectives for a New Era

Leading Change in Multiple Contexts: Concepts and Practices in Organizational, Community, Political, Social, and Global Change Settings

The Power of Invisible Leadership: How a Compelling Common Purpose Inspires Exceptional Leadership

Practicing What We Preach: Modeling Leadership in the Classroom