The development and practice of authentic leadership: a cultural lens

Williams, Elizabeth; Grande, Steven; Nakamura, Yoshie Tomozumi; Pyle, Lori K.; Shaw, Gary

doi:10.1108/ejtd-03-2021-0039

Cited by 12 publications

(3 citation statements)

References 38 publications

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“…Developing nurse leaders with relational competencies and perhaps using both conceptual frameworks as organisational models is indicated. In a European qualitative study on authentic leadership, there were three ways participants learned how to practice leadership: feedback from others, role models and mentors, and experiential learning including learning from one's mistakes (Williams et al, 2021). Designing programs to develop leadership competency using these findings makes sense.…”

Section: Implications For Nursing Managementmentioning

confidence: 99%

Perceptions of US nurses and nurse leaders on authentic nurse leadership, healthy work environment, intent to leave and nurse well‐being during a second pandemic year: A cross sectional study

Raso

Fitzpatrick

Masick

2022

J Nursing Management

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Aim The main aim of this study was to determine the perceptions of clinical nurses and nurse leaders about authentic nurse leadership, work environment, pandemic impact, well‐being and intent to leave their position and profession during the second year of the pandemic. Background This research team studied the variables pre‐pandemic and in year one of the pandemic. As the pandemic continued, subsequent reports of workforce instability, deteriorating work environment and vulnerable well‐being called for an understanding of the current state to inform needed actions by leadership. Methods This study is a cross‐sectional, descriptive, correlational analysis using national survey data from 1795 US clinical nurses and nurse leaders in the fall of 2021. Results Pandemic impact was high, authentic nurse leadership was present, healthy work environment was not present and nurse well‐being was at‐risk and negatively correlated to both healthy work environment and authentic nurse leadership. Within our sample, 61.8% of nurses had no intention to leave their positions, and 82.5% had no intention to leave the profession. Compared with clinical nurses, nurse managers had significantly higher scores on all instruments. Conclusions The findings of this study support leadership as positively related to a healthy work environment. Authentic nurse leadership, a healthy work environment and nurse well‐being are all critical components of efforts to stabilize the nursing workforce as we recover and rebuild post‐pandemic. Implications for Nursing Management This is a call to action for leadership that will serve the goals of retaining nurses, rebuilding work environments and improving well‐being.

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Section: Implications For Nursing Managementmentioning

confidence: 99%

Perceptions of US nurses and nurse leaders on authentic nurse leadership, healthy work environment, intent to leave and nurse well‐being during a second pandemic year: A cross sectional study

Raso

Fitzpatrick

Masick

2022

J Nursing Management

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“…Scholars argued that women might not have been accepted by others as authentic leaders (M. M. Hopkins & O'Neil, 2015;Liu et al, 2015;Nakamura et al, 2022). There is a need to study women and what authenticity means to them from the lens of authentic leadership (Nakamura et al, 2022;Williams et al, 2021).…”

Section: Social Entrepreneurship Through An Authentic Leadership Lensmentioning

confidence: 99%

From Tradition to Transformation: The Social Entrepreneurial Journey of Japanese Women

Nakamura,

Horimoto,

Hinshaw

2024

New Horizons in Adult Education and Human Resource Development

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The purpose of the study is to understand how Japanese women become social entrepreneurs. The challenges in fostering women’s entrepreneurship include socio-cultural traditional views on women’s roles and expectations and insufficient support systems. Despite such challenges, the rise of Japanese women as social entrepreneurs has been observed in recent years as a unique response to natural disasters and crisis situations, such as the Tohoku earthquake in 2011 and the Kumamoto earthquake in 2016. Women felt the need to make positive changes and assist their country to build back. However, limited research exists that examines Japanese women social entrepreneurs’ development throughout their lives. Women social entrepreneurs may have gone through critically reflective moments through significant life events, which can eventually change the course of their professional paths. The methods of the study include in-depth, individual interviews with five women entrepreneurs, field observations, and a review of documents, including women’s organization websites, news articles, and social media. These findings provide both practical and scholarly insights that can be useful for the field of adult education and human resource development and women’s studies, highlighting how women maneuver challenging conditions, and how they effectively learn and transition from such challenges to become successful social entrepreneurs.

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“…Ouedraogo et al opine that credibility is a construct that is multidimensional and whose effectiveness is dependent on a leader's competence and trustworthiness [28]. Just like credibility, authenticity enactment is also complex due to the dynamic social contexts that leaders interact with [39]. Different authors have proposed different models that describe authentic and credible leadership [2,21,37].…”

Section: Statement Of the Problemmentioning

confidence: 99%

Credible and Authentic Leadership Development in Organizations

Muli¹

2022

SJBM

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Leadership practice that is founded on values is the new order in contemporary organizations that operate under complex and dynamic environments. The survival of such organizations requires the review of classical leadership theories and the adoption of newer approaches that have heightened the demand for effective leadership. Leaders' misdeeds such as those witnessed in Enron and WorldCom, hypocrisy in the pulpit, infidelity in the family unit, politics of deceit, and so on have dented the leader's image and the followers have lost the confidence they had in them. These developments justify the need to embrace authentic and credible leadership as an alternative leadership approach to rebuild followers' trust and sustain operations of the organizations. The principles of authenticity and credibility are more critical than ever before in the restoration of confidence to followers where credibility has waned. It is on this basis that this qualitative study was undertaken to understand authentic and credible leadership development. The objective of the study was to identify how credibility and authenticity relate and the values and qualities that leaders perceive as important for defining credible and authentic leaders. The study adopted a qualitative research design. Three congregants from a Baptist church located in Nairobi city, Kenya were interviewed for their views about leadership, differences between authenticity and credibility, qualities of credible leaders, how credible leadership can be developed, outcomes of credible leadership, and the followers' role incredible leadership development. The findings resonated with what is known in literature and in theory. The qualities that were found to define credible leaders included being forward-looking, visionary, compassionate, supportive, good listener, having integrity, being firm, being fair, and acting as role models. The fear instilled by leaders to the followers was found to be an impediment to the followers to effectively play their oversight role. The conclusion drawn was that credibility is a must-have tool for leaders to meaningfully engage their followers with a view to providing solutions to the problems faced at the workplace and addressing their needs. It smoothens the relationship and provides an enabling environment where leaders and followers can freely engage.

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The development and practice of authentic leadership: a cultural lens

Cited by 12 publications

References 38 publications

Perceptions of US nurses and nurse leaders on authentic nurse leadership, healthy work environment, intent to leave and nurse well‐being during a second pandemic year: A cross sectional study

Perceptions of US nurses and nurse leaders on authentic nurse leadership, healthy work environment, intent to leave and nurse well‐being during a second pandemic year: A cross sectional study

From Tradition to Transformation: The Social Entrepreneurial Journey of Japanese Women

Credible and Authentic Leadership Development in Organizations

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