If You Are like Me, I Think You Are More Authentic: An Analysis of the Interaction of Follower and Leader Gender

Tibbs, Sandra; Green, Mark T.; Gergen, Esther; Montoya, J. A.

doi:10.5929/2016.6.1.8

Cited by 5 publications

(4 citation statements)

References 30 publications

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“…The gender of the participants was not found to have a significant difference in authentic leadership, locus of control, or GSE, which means that authentic leadership, locus of control, and GSE remain constant regardless of gender. This finding validates those of other investigations (Tibbs et al, 2016;Saleh et al, 2018). However, there was a significant difference in nationality and authentic leadership, with non-Saudis perceived as higher than their Saudi counterparts.…”

Section: Discussionsupporting

confidence: 90%

The impact of authentic leadership on nurses’ locus of control and general self-efficacy during the COVID-19 pandemic

Gonzales

2023

Int. j. adv. appl. sci.

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The COVID-19 pandemic has presented unique challenges to healthcare providers, significantly impacting their well-being. Recognizing the importance of supporting healthcare professionals, this study investigates the interplay between authentic leadership, locus of control, and general self-efficacy among nurses during the pandemic. Employing a descriptive cross-sectional approach, 268 staff nurses participated in this study, conducted in the Tabuk Region of Saudi Arabia, with King Fahad and King Khaled Hospitals as the primary referral centers. Convenience sampling was utilized, and data collection was carried out using a Google Form survey questionnaire from December 2022 to January 2023. The study revealed that participants perceived their leaders as effective and authentic, and they exhibited a stronger external locus of control and higher General Self-Efficacy (GSE). Significant differences were observed based on nationality, ward assignment, and authentic leadership, with associated implications for locus of control and GSE. Authentic leadership exhibited a moderate positive correlation with the external locus of control and a strong positive correlation with the internal locus of control. However, no significant correlation was found between authentic leadership and GSE. These findings emphasize the potential of leadership development programs to nurture genuine leadership skills among nurse managers, creating conducive work environments that foster self-efficacy and enhance retention of newcomers to the nursing profession.

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Section: Discussionsupporting

confidence: 90%

The impact of authentic leadership on nurses’ locus of control and general self-efficacy during the COVID-19 pandemic

Gonzales

2023

Int. j. adv. appl. sci.

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“…Authentic leadership as a concept derives its meaning from ancient Greek philosophers' timeless admonition of awareness of oneself and exercising selfcontrol (Avolio & Gardner, 2005;Tibbs et al, 2016). These scholars described authentic leaders as highly virtuous and self-regulated individuals who strive for the utmost moral standards, achievable through self-reflection, self-awareness, training, and leadership development.…”

Section: Review Of the Literaturementioning

confidence: 99%

Embodying Authentic Leadership in Nascent Entrepreneurship for Sustainable Success

Mukhwana,

Levasseur

2023

OJBM

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Authentic leadership has emerged as a positive leadership approach that stimulates psychological and ethical safety in the work environment to enhance organizational outcomes. Grounded on authentic leadership and the threefactor model, the purpose of this study was to develop a fuller understanding of authentic leadership from the lived experiences of nascent entrepreneurs. Applying the phenomenological research method, we explored the lived experiences of 10 founder-CEOs of Information Technology startups. The data collection instruments were semistructured interview questions and field notes reflective of the overarching research question: "What are nascent entrepreneurs' lived experiences and understanding of authentic leadership?" Our research findings indicated that nascent entrepreneurs employ unbiased information sharing, relational openness and transparency, values-centered leadership, people-oriented leadership, and the development of a learning culture as key success strategies in their leadership approach. From a practical standpoint, this study's findings may help scholars and practitioners develop entrepreneurial leadership policies and programs based on authenticity to improve individual and organizational performance. The key recommendations for further research include exploring authentic leadership across other economic sectors using a more integrative process that recognizes followers as active contributors to entrepreneurial leadership success. The study's implication for positive social change includes potential authentic leadership strategies for successful entrepreneurship and business practices that could enhance venture outcomes, growth, and sustainability.

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“…The more congruence between gender and leader identities, the more authentic a leader can be (Sims et al , 2017). It is not enough for a leader to know herself – there must be reciprocal appreciation and support for her to act in accordance with what she values (Tibbs et al , 2016).…”

Section: Literature Reviewmentioning

confidence: 99%

Opt-out stories: women’s decisions to leave corporate leadership

Frkal

Criscione-Naylor

2020

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Purpose The purpose of this paper is to explore how the challenges to women’s authentic leadership identities contribute to their decisions to abandon leadership positions mid-career. It examines the critical career moments and underlying themes behind these women’s decisions to leave. Design/methodology/approach This paper is based on semi-structured interviews (n = 9) with women between the ages of 32-53 who had opted-out of mid-level corporate leadership positions. Findings The study found that work–life balance was not the primary factor in women’s decisions to leave. Instead, the women in the study reflected on their inability to be themselves and contribute perceived value to the organization as triggering their decisions to leave. Research limitations/implications There are limitations in using a small sample of women selected through the researchers’ social media networks resulting in limited cultural and racial diversity. Practical implications Misconceptions about women’s decisions to leave corporate leadership mid-career misleads human resource (HR) practices and initiatives focused on retaining female talent. Organizations need to recognize and reshape the organizational environment to support women to be their authentic self and make the value of their contributions more transparent. Originality/value The paper is original in that it examines opt-out from the lens of women’s leadership identities in corporate contexts. There are limited studies that have examined the connections between identity and women’s career decisions beyond work–ife balance. It provides practical value to HR practitioners and organizations focused on retaining female talent.

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If You Are like Me, I Think You Are More Authentic: An Analysis of the Interaction of Follower and Leader Gender

Cited by 5 publications

References 30 publications

The impact of authentic leadership on nurses’ locus of control and general self-efficacy during the COVID-19 pandemic

The impact of authentic leadership on nurses’ locus of control and general self-efficacy during the COVID-19 pandemic

Embodying Authentic Leadership in Nascent Entrepreneurship for Sustainable Success

Opt-out stories: women’s decisions to leave corporate leadership

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