Leader and follower attachment styles: Implications for authentic leader–follower relationships

Hinojosa, Amanda S.; McCauley, Kelly Davis; Randolph-Seng, Brandon; Gardner, William L.

doi:10.1016/j.leaqua.2013.12.002

Cited by 72 publications

(47 citation statements)

References 82 publications

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“…In line with this reasoning, innovative behaviors have been described as the basis for team development and competition (Suliman, 2013). AL allows team leaders to remain realistically hopeful and trustworthy, and to build a secure leaderfollower attachment style (Hinojosa et al, 2014) that leads members to believe that the team leader supports and values their talents. Therefore, when there is AL in an enterprise employees are more willing to express their new ideas that challenge the routine, and are more committed to persuading their leaders and coworkers to turn these ideas into reality (Janssen, 2004;Shalley & Gilson, 2004;Tu & Lu, 2013).…”

Section: Literature Review Authentic Leadership and Employee Innovationmentioning

confidence: 99%

“…Being true to the self and maintaining consistency with one's internal values and beliefs is embedded in the theory of AL (Gardner, Cogliser, Davis, & Dickens, 2011), and holding to these beliefs and values could be used by the leader to promote intrinsic innovation among employees. According to social support theory and social learning theory, when people recognize that they have support from their leaders and learn from the behaviors of role models whom they perceive as being attractive and authentic, they are able to achieve excellence (Hinojosa, Davis McCauley, Randolph-Seng, & Gardner, 2014).…”

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confidence: 99%

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Mediating Role of Employee Emotions in the Relationship Between Authentic Leadership and Employee Innovation

Zhou¹,

Ma²,

Wei-bo³

et al. 2014

soc behav pers

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Although researchers emphasize that the construct of authentic leadership (AL) is relevant to resolving different kinds of failures and inadequacies of leadership, it remains unknown whether or not, and how, authentic leadership style intrinsically evokes employees' innovation. Using multilevel data from 76 teams sourced from 5 enterprises in China, we applied hierarchical linear modeling and found a positive relationship between AL and employees' innovation. Employees' positive emotions were found to have a mediating effect in this relationship, whereas employees' negative emotions did not act as a mediator. Our study results extend AL theory by revealing the cross-level effects of authentic leadership, and provide practical implications to help leaders perform relevant interventions in promoting employee innovation.

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Section: Literature Review Authentic Leadership and Employee Innovationmentioning

confidence: 99%

mentioning

confidence: 99%

Mediating Role of Employee Emotions in the Relationship Between Authentic Leadership and Employee Innovation

Zhou¹,

Ma²,

Wei-bo³

et al. 2014

soc behav pers

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“…authentic followership – de Zilwa and leader–follower relations – Hinojosa et al . ) have been classified as ‘other’, while those relating to marginal uses of AL (for example, AL as it fosters workplace inclusion – Boekhorst ; as a pathway to positive health – Macik‐Frey et al . ; or relating to pedagogies underpinning AL Development – Berkovich ) have been classified as ‘peripheral’.…”

Section: Descriptive Analytics – Mapping the Fieldmentioning

confidence: 99%

Authentic Leadership: Getting Back to the Roots of the ‘Root Construct’?

Iszatt‐White

Kempster

2018

Int J Management Reviews

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In their 2011 review paper, Gardner et al. (Authentic Leadership: a review of the literature and research agenda. Leadership Quarterly, 22, pp. 1120-1145) concluded that the authentic leadership (AL) construct was still in the first stage of evolution, that of concept introduction and evaluation. At that time, the field was characterized by two types of contribution: conceptual expositions and largely quantitative research seeking to map out its antecedents and consequences, moderators and mediators. The current review aims to: (1) critically evaluate the development of the AL construct to the present time; and (2) taking this evaluation as a point of departure, propose the need for a radical re-grounding of understanding of AL aimed at countering what the authors believe to be the substantive flaws in both its philosophical underpinnings and empirical grounding. The authors propose that these shortcomings have arisen owing to the failure of existential and other critiques of the dominant (normative and functionalist) discourse of AL to gain traction, and owing to an absence of practicebased, qualitative research. As a strategic platform for the potential re-grounding and relaunch of AL, the authors propose a radical return to the existential and practice roots of authenticity as the basis for a broader understanding of 'authentic leadership' as a 'central organizing principle' in leadership studies. Despite the flaws identified in the AL construct, the authors suggest that the notion of authenticity may still have a valuable role to play in the study of leadership: that role, however, can only be determined through a thorough understanding of AL as a practice-based phenomenon.

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“…This is because authentic leadership decreases risk concerns and increases employee self‐reliance (i.e. engaging with the social world in an independent, confident manner), which, in turn, should increase speaking up (Hinojosa, McCauley, Randolph‐Seng, & Gardner, ).…”

Section: Conceptual Backgroundmentioning

confidence: 99%

What Does it Take to Break the Silence in Teams: Authentic Leadership and/or Proactive Followership?

et al. 2016

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Leadership may help break the silence in teams, but this may not be equally true for all employees. Using behavioral plasticity theory, we propose that authentic leadership—a set of leadership behaviors through which leaders enact their true selves—reduces silence and motivates speaking up in employees low on proactive personality, but hardly affects employees who are proactive by nature, because proactive employees are less susceptible to social influences. Using data from 223 employees (nested in 45 work teams), we indeed find authentic leadership to reduce silence in employees with less proactive personalities, but not in more proactive employees. We discuss theoretical and practical implications for silence and authentic leadership.

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Leader and follower attachment styles: Implications for authentic leader–follower relationships

Cited by 72 publications

References 82 publications

Mediating Role of Employee Emotions in the Relationship Between Authentic Leadership and Employee Innovation

Mediating Role of Employee Emotions in the Relationship Between Authentic Leadership and Employee Innovation

Authentic Leadership: Getting Back to the Roots of the ‘Root Construct’?

What Does it Take to Break the Silence in Teams: Authentic Leadership and/or Proactive Followership?

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