Authenticity in leadership: an emerging perspective

Abstract

If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation.Journal of Educational Administration 35,3 196The fire and intensity of self-interest seem to burn all around us. We search, so often in vain, to find leaders we can have faith in. Our doubts are not about our leaders' talents, but about their trustworthiness. We are unsure whether they are serving their institutions or themselves.

Spirituality and leadership: An empirical review of definitions, distinctions, and embedded assumptions

“…Several articles suggest that if spiritual development is continuous, leaders could develop or enhance their spirituality through activities such as meditation, reflection, and therapy. Developing spirituality through reflection and reflective thinking was the methodology most frequently mentioned in the research (Bell & Taylor, 2001;Delbecq, 2000;Duignan & Bhindi, 1997;Howard, 2002;Khanna & Srinivas, 2000;Moberg & Calkins, 2001). In each of these cases, the authors explicitly or implicitly see spiritual development as a continuous process, certainly not a linear progression, but one in which spirituality can develop steadily while recognizing a periodic discontinuity in development.…”

“…Religion may also provide a conceptual framework for governance (Duignan & Bhindi, 1997), which may promote a leadership praxis linking the theory, practices, and ethics of leadership.…”

Role of meditative foundation entrepreneurial leadership and new venture success

“…However, for personal transformations to occur, it is suggested that leaders need to develop or enhance their spirituality through activities such as meditation, reflection, therapy (Tosey & Robinson, 2002) and reflective thinking (Duignan & Bhindi, 1997;Khanna & Srinivas, 2000;Moberg & Calkins, 2001). Studies emphasize that for leaders to lead with authenticity and integrity they must reflect on their lives to discover and understand their purposes (Korac-Kakabadse & Korac-Kakabadse, 1997).…”

Perspectivism: An Alternative Research Epistemology for the 21st Century Schools

“…Mutuality of experiences negotiated in the communal arena provides a context for understanding the place of self in the overall scheme of things. Thus, the self can be represented only through an interconnected and interdependent framework of meaningful interaction (Duignan & Bhindi, 1997).…”