Developing authentic leadership in organizations: some insights and observations

Garger, John

doi:10.1108/14777280810840058

Cited by 10 publications

(13 citation statements)

References 3 publications

Supporting

Mentioning

Contrasting

Unclassified

Order By: Relevance

“…Ethical leaders serve as role models for their followers and demonstrate how behavioural boundaries are set within their organizations. 5,9 What is authentic leadership?…”

Section: What Is Ethical Leadership?mentioning

confidence: 99%

“…[3][4][5] Thriving and surviving requires a rethinking of the most effective leadership style required; one where health leaders balance the delivery of quality person-centred care with being responsible and accountable within fiscal boundaries, balancing ethical behaviour and quality patient outcomes. [6][7][8][9][10][11][12][13] To do so requires health leaders to be seen as ethical, moral, transformational, emotionally intelligent, and authentic. 4,7,[14][15][16][17][18] To date, limited evidence exists to support the value and impact that ethical and authentic leadership have on one's followers, organizational performance, or patient outcomes within the healthcare sector.…”

Section: Introductionmentioning

confidence: 99%

See 1 more Smart Citation

Authentic and ethical leadership during a crisis

Keselman¹,

Saxe-Braithwaite

2020

Healthc Manage Forum

View full text Add to dashboard Cite

In today’s climate and environment, the conventional relationship between caring, economic, and leadership practices may no longer meet the needs of patients, clinicians, providers, or systems. It is asserted that in the current complicated and complex healthcare environment challenged by a multitude of issues, a shift toward human caring values and an ethic of authentic healing relationships is required, especially in light of the current COVID-19 pandemic. The costs of unethical behaviour can be even greater for followers. When we assume the benefits of leadership, we also assume ethical burdens. It is the assertion and experience of the authors that the triangle of ethics and ethical behaviour, followers, and patient’s outcomes is closely interrelated and affects each other in a very intimate and direct way. Unethical leadership may lead to follower disappointment and distrust, leading to lack of interest and commitment, consequently negatively impacting patient outcomes and organizational effectiveness.

show abstract

“…Ethical leaders serve as role models for their followers and demonstrate how behavioural boundaries are set within their organizations. 5,9 What is authentic leadership?…”

Section: What Is Ethical Leadership?mentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Authentic and ethical leadership during a crisis

Keselman¹,

Saxe-Braithwaite

2020

Healthc Manage Forum

View full text Add to dashboard Cite

show abstract

“…Garger et al (2008) menemukan bahwa studi tentang kepemimpinan authentic relatif baru; definisi kerja, metode pengukuran, dan studi berbasis kriteria belum ada. Dengan demikian, upaya untuk mengembangkan pemimpin authentic hanya dapat menghasilkan pemimpin yang dilatih untuk menunjukkan perilaku kepemimpinan authentic secara dangkal 15 .…”

Section: Diskusi Dan Kesimpulanunclassified

Pengaruh Gaya Kepemimpinan Tansformational, Authentic, Authoritarian, Transactional Terhadap Kinerja Guru Madrasah Aliyah di Tangerang

et al. 2020

View full text Add to dashboard Cite

Tujuan dari penelitian ini adalah untuk menganalisis pengaruh gaya kepemimpinan transformational, transactional, authentic dan authoritarian terhadap kinerja guru di sebuah Madrasah Aliyahdi Tangerang Banten . Responden dari penelitian ini adalah guru sebanyak 100 orang dan metode pengumpulan data dengan mendistribusikan kuesioner online elektronik ke para guru. Analisis data dalam penelitian ini menggunakan SEM (Structural Equation Model) program LISREL versi 8.70. Hasil analisis dan pengolahan data penelitian menunjukkan bahwa menunjukkan bahwa gaya kepemimpinan , transactional dan authorian pada Madrasah Aliyah di Tangerang menunjukkan berpengaruh secara positif dan signifikan terhadap kinerja Guru sedangkan gaya kepemimpinan transformational dan authentic tidak berpengaruh signifikan terhadap kinerja guru.

show abstract

“…In response to this critique and as a result of the development of the new leadership approaches, some movement towards a variety of qualitative methodologies to address this perceived weakness and to move the field forward (Bresnen, 1995;Bryman, Bresnen, Beardsworth, & Keil, 1988;Bryman et al, 1996;Conger, 1998;Ospina & Schall, 2001) has occurred. Many theories on leadership have been introduced, embraced and, in some cases, abandoned in favour of the new buzzwords in leadership research, such as authentic leadership (Garger, 2008) or ethical leadership (Brown & Trevino, 2006). Despite these developments, most of the leadership research literature is derived from the experiences of white males in the corporate, political and military sector, and often lacks explicit links between leadership and context (Elliott & Stead, 2008).…”

Section: Mainstream Leadership Researchmentioning

confidence: 98%

Stakeholder Constructions of Leadership in Intercollegiate Athletics

Kihl

Leberman

Schull

2010

European Sport Management Quarterly

View full text Add to dashboard Cite

Leadership research, particularly in sport management settings, is characterized by post-positivist approaches that are permeated by quantitative designs, largely neglecting the role of context and stakeholders. Leadership is socially constructed by agents in relation to their experiences and understandings of the situation. Social constructivism was adopted in this case study exploring individual stakeholder constructions of leadership within the context of organizational change in intercollegiate athletics. Interviews with 57 stakeholders of a mid-western university athletic department were conducted. The findings suggest that stakeholders' perceptions of leadership were broadly defined, accounts were embedded within the context, and articulated dependent on stakeholder experiences and relationships within the athletic department. The implications are that leadership is shaped and constructed by stakeholders in relation with their experiences with organizational processes. Furthermore, in order to facilitate organizational change, a shared approach to leadership may prove effective.

show abstract

Developing authentic leadership in organizations: some insights and observations

Cited by 10 publications

References 3 publications

Authentic and ethical leadership during a crisis

Authentic and ethical leadership during a crisis

Pengaruh Gaya Kepemimpinan Tansformational, Authentic, Authoritarian, Transactional Terhadap Kinerja Guru Madrasah Aliyah di Tangerang

Stakeholder Constructions of Leadership in Intercollegiate Athletics

Contact Info

Product

Resources

About