Authentic Leadership: Development and Validation of a Theory-Based Measure†:

The past decade has seen a dramatic increase in scholarly interest in the topic of authentic leadership. We review this literature with the goal of clarifying the state of knowledge in the field. We begin with a historical overview of the construct's definition and evolution. Next, we present the results of a content analysis of 91 publications that focus on authentic leadership. Specifically, we examined the publication type (theoretical, empirical, and practitioner), contributors (e.g., discipline, nationality, and institutional affiliation), theoretical foundations, research strategies, sample location/type, data collection methods, analytical procedures, and nomological network of authentic leadership. We conclude by presenting an agenda for future research.

Authentic leadership: A review of the literature and research agenda

We conceptualize leadership development as identity work and show how subtle forms of gender bias in the culture and in organizations interfere with the identity work of women leaders. Based on thi...

https://flora.insead.edu/fichiersti_wp/inseadwp2011/2011-69.pdf

Taking Gender into Account: Theory and Design for Women's Leadership Development Programs

Leadership which lacks ethical conduct can be dangerous, destructive, and even toxic. Ethical leadership, though well discussed in the literature, has been tested empirically as a construct in very few studies. An empirical investigation of ethical leadership in Singapore’s construction industry is reported. It is found that ethical leadership is positively and significantly associated with transformational leadership, transformational culture of organization, contingent reward dimension of transactional leadership, leader effectiveness, employee willingness to put in extra effort, and employee satisfaction with the leader. However, it is also found that ethical leadership bears no correlations with transactional leadership. Also, it is negatively correlated with laissez-faire leadership and transactional culture of the organization. The findings also reveal that ethical leadership plays a mediating role in the relationship between employee outcomes and organizational culture. Practical implications of these findings are discussed. Directions for future research are also suggested.

https://www.jstor.org/stable/pdfplus/27735264.pdf

Ethical Leadership: Examining the Relationships with Full Range Leadership Model, Employee Outcomes, and Organizational Culture

Authentic Leadership, Authentic Followership, Basic Need Satisfaction, and Work Role Performance: A Cross-Level Study

The ongoing problems in business leadership over the past five years have underscored the need for a new kind of leader in the twenty-first century: the authentic leader. Author Bill George, a Harvard Business School professor and the former chairman and CEO of Medtronic, and his colleagues, conducted the largest leadership development study ever undertaken. They interviewed 125 business leaders from different racial, religious, national, and socioeconomic backgrounds to understand how leaders become and remain authentic. Their interviews showed that you do not have to be born with any particular characteristics or traits to lead. You also do not have to be at the top of your organization. Anyone can learn to be an authentic leader. The journey begins with leaders understanding their life stories. Authentic leaders frame their stories in ways that allow them to see themselves not as passive observers but as individuals who learn from their experiences. These leaders make time to examine their experiences and to reflect on them, and in doing so they grow as individuals and as leaders. Authentic leaders also work hard at developing self-awareness through persistent and often courageous self-exploration. Denial can be the greatest hurdle that leaders face in becoming self-aware, but authentic leaders ask for, and listen to, honest feedback. They also use formal and informal support networks to help them stay grounded and lead integrated lives. The authors argue that achieving business results over a sustained period of time is the ultimate mark of authentic leadership. It may be possible to drive short-term outcomes without being authentic, but authentic leadership is the only way to create long-term results.

Discovering your authentic leadership.

Acknowledgments. The Authors. Editor's Note (Warren Bennis). Foreword (David Gergen). Introduction: True North. Part One: Leadership Is a Journey. 1. The Journey to Authentic Leadership. 2. Why Leaders Lose Their Way. 3. Transformation From "I" to "We." Part Two: Discover Your Authentic Leadership. 4. Knowing Your Authentic Self. 5. Practicing Your Values and Principles. 6. What Motivates You to Be a Leader? 7. Building Your Support Team. 8. Staying Grounded: Integrating Your Life. Part Three: Empowering People to Lead. 9. Leadership with Purpose and Passion. 10. Empowering People to Lead. 11. Honing Your Leadership Effectiveness. Epilogue: The Fulfillment of Leadership. Appendixes. A Research Study on Development of Authentic Leaders. B Authentic Leaders Interviewed for True North. C Leadership Exercises for Each Chapter. References. Index.

https://www.adaptfaster.com/wp-content/uploads/2015/06/Bill-George-True-North-Discover-Your-Authentic-Leadership.pdf

True North: Discover Your Authentic Leadership

URANTE LOS ÚLTIMOS 50 AÑOS, los investigadores del liderazgo han realizado más de 1.000 estudios en un intento por determinar los estilos, características o rasgos de personalidad definitivos de los grandes líderes. Ninguno de estos estudios ha producido un perfil claro del líder ideal. Gracias a Dios. Si los investigadores hubiesen generado un estereotipo de estilo de liderazgo, los individuos estarían toda la vida tratando de imitarlo. Se convertirían en personajes, no en personas, y los demás los detectarían inmediatamente. Nadie puede ser auténtico tratando de imitar a alguien. Se puede aprender de las experiencias de otros, pero no hay forma de ser exitoso cuando se intenta ser como ellos. Las D

Peter Sims

Papers

Discovering your authentic leadership.

True North: Discover Your Authentic Leadership

Descubra su auténtico liderazgo