Although the emerging construct of authentic leadership has received considerable attention recently, there are still diverse and competing theoretical perspectives. Common with nascent theory, many have suggested that researchers attempt to craft expanded and more nuanced conceptions of current and potential components, antecedents, and outcomes associated with the conduct and attribution of leader authenticity. Although such theoretical advancement is essential to the maturation of the paradigm, management historians recognize the important role the historical record can play in the progression of contemporary frameworks. During archival research of the business proceedings of Trumpet Records, a 1950s independent record label, we encountered the compelling story of an entrepreneurial leader whose extraordinary integrity and authenticity appeared inconsistent with certain aspects of the principal authentic leadership definitions beginning to converge in the literature. Accordingly, we examined the life and writings of Lillian McMurry, the founder of Trumpet Records, to propose a framework by which leader integrity initiates the conduct and attribution of authentic leadership to transcend charismatic and narcissistic tendencies and diminish the abuse of symbolic status.

Purpose The purpose of this paper is to examine how servant leadership and political skill combine to impact workplace spirituality and employee creativity. Design/methodology/approach Participants were working adults recruited by graduate and undergraduate students from a US public regional comprehensive university. Data were collected across three time periods, with a final sample size of 280 participants. Findings The authors’ findings suggest that servant leaders impact employee creativity by fostering an environment that promotes workplace spirituality. Furthermore, this relationship is strengthened to the extent that the servant leader possesses high levels of political skill. Research limitations/implications This study provides a foundation for the interplay between servant leadership and political skill. Therefore, the data collection procedures undertaken in this study (i.e. from sources in multiple organizations) are beneficial. A limitation to this study is the use of a single informant to measure all of the constructs, which may cause a bias in the results. Practical implications This study provides a foundation for the interplay between servant leadership and political skill. Therefore, the data collection procedures undertaken in this study (i.e. from sources in multiple organizations) are beneficial. Originality/value Although servant leadership research continues to receive increased attention in the extant literature, researchers have tended to focus on the relational aspects of servant leadership. Curiously, the “leader” side of servant leadership has been largely neglected. As a result, some have questioned the construct as a viable leadership model. Greenleaf (1977), however, noted that servant leaders also possess conceptual skills; yet, these skills are rarely included in servant leadership measurements or empirical studies. The authors argue that political skill captures the essence of these abilities, and that including it strengthens the servant leader’s impact on workplace spirituality, ultimately influencing employee creativity.

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