Hubris or Humility: Cautions Surrounding the Construct and Self-Definition of Authentic Leadership.

A New Scale to Measure Executive Servant Leadership: Development, Analysis, and Implications for Research

“…In addition, attempts to convince others of one's authentic leadership could result in greater efforts toward impression management on the part of the leader, instead of increasingly transparent relationships with followers and other organizational stakeholders. In other words, the aspiring authentic leader's ''self-schema of morality could lead to less ethical behavior and harsher judgment of others'' (Chang and Diddams, 2009, p. 1). Chang and Diddams (2009) caution that selfknowledge can be deceptive; thus, authentic leaders must recognize their weaknesses as well as their strengths as authenticity does not always equal morality.…”

“…In other words, the aspiring authentic leader's ''self-schema of morality could lead to less ethical behavior and harsher judgment of others'' (Chang and Diddams, 2009, p. 1). Chang and Diddams (2009) caution that selfknowledge can be deceptive; thus, authentic leaders must recognize their weaknesses as well as their strengths as authenticity does not always equal morality. Chang and Diddams (2009, p. 3) warn, ''People who view themselves as morally superior are more likely to interpret their behavior as moral, rationalizing the behavior that others would find reprehensible.''…”

Repentance and Continuous Improvement: Ethical Implications for the Modern Leader

“…In making amends, apologies are most effective when the offending party accepts full responsibility, explains why the mistake occurred, demonstrates how the problem will be addressed and offers to make the injured party whole, along with the apology (Wellner, 2006, p. 41). In the pursuit of continuous improvement, those who strive to improve build trust in relationships with others when they acknowledge their mistakes and demonstrate authentic humility (Chang and Diddams, 2009). The willingness of a person to resolve past mistakes and make up for them is a major factor in determining whether others are willing to trust in the future (Tomlinson et al, 2004).…”

Socially Conscious Leadership: An Integrated Model

“…This term is used in popular discourse, but there is no definitive consensus on who an authentic leader is and how that person exhibits authentic leadership. According to extant literature, an authentic leader is a stable, unchanging self who holds consistent values and priorities in all contexts (Ibarra, ), but such a static concept of authenticity inhibits leaders from honoring their complexity and capacity for change (Chang & Diddams, ; Ibarra, ).…”