Authentic leadership: A review of the literature and research agenda

Gardner, William L.; Cogliser, Claudia C.; Davis, Kelly M.; Dickens, Matthew

doi:10.1016/j.leaqua.2011.09.007

Cited by 967 publications

(1,071 citation statements)

References 132 publications

(287 reference statements)

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“…Results from two studies support previous research by highlighting the positive contributions of authentic functioning within organizational contexts (e.g., Gardner, Cogliser, Davis, & Dickens, 2011;Leroy et al, 2013;Toor & Ofori, 2009). Our findings extend previous research by providing evidence that the construct of authenticity is important beyond its current use in well-being, health, and leadership research.…”

Section: Discussionsupporting

confidence: 82%

“…First, in personality and leadership research, there is an ongoing debate regarding the contents and boundaries of the authenticity construct (e.g., Algera & Lips-Wiersma, 2011;Gardner et al, 2011). We cannot resolve this dispute here, but we want to explain how the concept we used fits into this broader debate and how future research could adapt the facets of authenticity that we omitted.…”

Section: Limitations and Directions For Future Researchmentioning

confidence: 98%

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Authenticity, employee silence, prohibitive voice, and the moderating effect of organizational identification

Knoll

Dick

2013

The Journal of Positive Psychology

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Use policyThe full-text may be used and/or reproduced, and given to third parties in any format or medium, without prior permission or charge, for personal research or study, educational, or not-for-pro t purposes provided that:• a full bibliographic reference is made to the original source • a link is made to the metadata record in DRO • the full-text is not changed in any way The full-text must not be sold in any format or medium without the formal permission of the copyright holders.Please consult the full DRO policy for further details. Authenticity is an important concept in positive psychology and has been shown to be related to well-being, health, and leadership effectiveness. The present paper introduces employee authenticity as a predictor of relevant workplace behaviors, namely, employee silence and prohibitive voice. Converging evidence across two studies using cross-sectional and longitudinal designs demonstrates that when responding to hypothetical problematic workplace events (Study 1) or actual workplace experiences (Study 2), individual differences in employees' authenticity predicted more self-reported voice behaviors and less silence that emanated from various motivations. Furthermore, authenticity scores consistently yielded predictive utility over and above the contribution of a broad set of individual and organization-based characteristics. Finally, organizational identification moderated the relation between authenticity and silence, such that for employees with high levels of identification, the relation between authenticity and silence was stronger.Keywords: authenticity, character strengths, employee silence, organizational identification, positive organizational behavior, positive organizational scholarship, voice Authenticity, employee silence, and prohibitive voice 2 Authenticity, employee silence, prohibitive voice, and the moderating effect of organizational identification Authenticity, one of the key concepts in positive psychology research (Seligman & Csikszentmihalyi, 2000, p. 12), "involves owning one's personal experiences, be they thoughts, emotions, needs, wants, preferences, or beliefs" and "expressing oneself in ways that are consistent with inner thoughts and feelings" (Harter, 2002, p.382). Although practitioners and researchers agree that authenticity is important for psychological well-being (e.g., Rogers, 1961;Schlegel & Hicks, 2011), they question the appropriateness of authenticity at work. Studies have revealed that employees are often required to act in specific ways (e.g., Grandey, 2003;Hewlin, 2009;Hochschild, 1983) and that adjusting to others' expectations might be advantageous with regard to supervisor evaluations (Blickle et al., 2011 We think that the potential benefits of authenticity may lie dormant because in some situations, employees who are true to themselves could be beneficial for organizations. One such situation is when employees face problematic situations at work (e.g., transgressions, ineffectiveness). If employees engage in prohibitive voice ...

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Section: Discussionsupporting

confidence: 82%

Section: Limitations and Directions For Future Researchmentioning

confidence: 98%

Authenticity, employee silence, prohibitive voice, and the moderating effect of organizational identification

Knoll

Dick

2013

The Journal of Positive Psychology

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“…These findings are of interest, however, the construct of authentic leadership has been criticized for its broad definitions its possible overlap with other positive forms of leadership such as transformational and ethical leadership, its loose interpretation of the philosophical works that are used as its theoretical foundation, such as Heidegger's (1962) notion of "resoluteness", as well as its favoring a collective self at the expense of the individual self and subjectivity. Concerns have also been raised regarding the validity and generalizability of existing measures (e.g., Ford & Harding, 2011;Gardiner, 2011;Gardner et al, 2011). Eagly (2005) criticized the one-sided perspective of existing authentic leadership models and suggested that authenticity must be acknowledged by followers for it to produce positive outcomes, naming this two-sided concept relational authenticity.…”

Section: Behavioral Perspectivesmentioning

confidence: 99%

Creative Leadership: A Multi-Context Conceptualization

Mainemelis¹,

Kark²,

Epitropaki³

2015

The Academy of Management Annals

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Further information on publisher's website:http://dx.doi.org/10. 1080/19416520.2015.1024502 Publisher's copyright statement:This is an Accepted Manuscript of an article published by Taylor Francis Group in The Academy of Management Annals on 27/02/2015, available online at: http://www.tandfonline.com/10. 1080/19416520.2015.1024502. Additional information: Use policyThe full-text may be used and/or reproduced, and given to third parties in any format or medium, without prior permission or charge, for personal research or study, educational, or not-for-pro t purposes provided that:• a full bibliographic reference is made to the original source • a link is made to the metadata record in DRO • the full-text is not changed in any way The full-text must not be sold in any format or medium without the formal permission of the copyright holders.Please consult the full DRO policy for further details. AbstractVarious streams of organizational research have examined the relationship between creativity and leadership, albeit using slightly different names such as "creative leadership", "leading for creativity and innovation," and "managing creatives." In this article we review this dispersed body of knowledge and synthesize it under a global construct of creative leadership, which refers to leading others towards the attainment of a creative outcome.Under this unifying construct we classify three more narrow conceptualizations that we observe in the literature: facilitating employee creativity; directing the materialization of a leader's creative vision; and integrating heterogeneous creative contributions. After examining the contextual characteristics associated with the three conceptualizations, we suggest that they represent three distinct collaborative contexts of creative leadership. We discuss the theoretical implications of a multi-context framework of creative leadership, + The second and the third author contributed equally.

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“…Authenticity, which is described as "knowing yourself and acting accordingly", was identified in many different cultures throughout history (Gardner et al, 2011). In the modern context, positive psychology literature defines authenticity as recognizing one"s own experiences (values, thoughts, emotions, wants, needs, preferences and beliefs), and acting in accordance with them (Harter, 2002, as cited in Luthans & Avolio, 2003.…”

Section: Authentic Leadershipmentioning

confidence: 99%

Authentic Leadership In Sales Management: The Effects On Salespeople’s Task Related Outcomes

Aydın

Kaya

2016

BER

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Authentic leadership, as a new leadership concept emerging from the demand for honest and reliable leaders, has attracted the attention of the business community. The relationship between authentic leaders and their followers is being investigated across many disciplines. This study focuses on authentic leadership in sales management and explores how it affects the task-related outcomes of salespeople, such as learning orientation, customer orientation, intrinsic motivation and working hard. The data for the study were obtained from 364 salespeople and analysed using the partial least squares method. The results indicate that authentic leadership has significant positive effects upon learning orientation (β=0.251; p<0.01), customer orientation (β=0.358; p<0.01), intrinsic motivation (β=0.334; p<0.01), and working hard (β=0.251; p<0.01). As the theory suggests that authentic leadership makes important contributions to the development of followers, this study is the first to explore these contributions upon salespeople"s activities that they undertake within their sales tasks and leads to success in personal selling. Findings indicate that authentic leadership has significant positive effects upon salespeople"s individual task related outcomes.

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Authentic leadership: A review of the literature and research agenda

Cited by 967 publications

References 132 publications

Authenticity, employee silence, prohibitive voice, and the moderating effect of organizational identification

Authenticity, employee silence, prohibitive voice, and the moderating effect of organizational identification

Creative Leadership: A Multi-Context Conceptualization

Authentic Leadership In Sales Management: The Effects On Salespeople’s Task Related Outcomes

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