The Experts below are selected from a list of 4131 Experts worldwide ranked by ideXlab platform
Miguel Pina E Cunha - One of the best experts on this subject based on the ideXlab platform.
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Authentic Leadership promoting employees' psychological capital and creativity
Journal of Business Research, 2012Co-Authors: Arménio Rego, Filipa Sousa, Carla Susana Marques, Miguel Pina E CunhaAbstract:Abstract Two hundred and one employees report their psychological capital, as well as their supervisors' Authentic Leadership. Supervisors describe the employees' creativity. The main findings show that Authentic Leadership predicts employees' creativity, both directly and through the mediating role of employees' psychological capital. The study empirically validates theoretical arguments that suggest integrating Authentic Leadership and psychological capital in research, and indicates that both may foster employees' creativity, a crucial resource for helping organizations to face competitive challenges, take advantage of business opportunities, and improve organizational effectiveness.
William L. Gardner - One of the best experts on this subject based on the ideXlab platform.
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Authentic Leadership theory: The case for and against
The Leadership Quarterly, 2021Co-Authors: William L. Gardner, Elizabeth P. Karam, Mats Alvesson, Katja EinolaAbstract:Abstract Scholarly and practitioner interest in the topic of Authentic Leadership has grown dramatically over the past two decades. Running parallel to this interest, however, have been a number of concerns regarding the conceptual and methodological underpinnings for research on the construct. In this exchange of letters, the cases for and against the current Authentic Leadership theory are made. Through a dialogue, several areas of common ground are identified, as well as focal areas where the cases for and against the utility of Authentic Leadership theory for scholars and practitioners sharply diverge. Suggestions for future theorizing and research that reflect areas of common ground are advanced, along with divergent perspectives on how research on Authenticity and Leadership should proceed. Despite their differences, both author teams found the dialogue in itself to be a healthy process for theory development and encourage constructive future dialogue on other areas where theoretical perspectives diverge.
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Authentic Leadership development getting to the root of positive forms of Leadership
IEEE Engineering Management Review, 2017Co-Authors: Bruce J. Avolio, William L. GardnerAbstract:This Special Issue is the result of the inaugural summit hosted by the Gallup Leadership Institute at the University of Nebraska-Lincoln in 2004 on Authentic Leadership Development (ALD). We describe in this introduction to the special issue current thinking in this emerging field of research as well as questions and concerns. We begin by considering some of the environmental and organizational forces that may have triggered interest in describing and studying Authentic Leadership and its development. We then provide an overview of its contents, including the diverse theoretical and methodological perspectives presented, followed by a discussion of alternative conceptual foundations and definitions for the constructs of Authenticity, Authentic leaders, Authentic Leadership, and Authentic Leadership development. A detailed description of the components of Authentic Leadership theory is provided next. The similarities and defining features of Authentic Leadership theory in comparison to transformational, charismatic, servant and spiritual Leadership perspectives are subsequently examined. We conclude by discussing the status of Authentic Leadership theory with respect to its purpose, construct definitions, historical foundations, consideration of context, relational/processual focus, attention to levels of analysis and temporality, along with a discussion of promising directions for future research.
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Authentic Leadership: Development and validation of a theory-based measure
Journal of Management, 2008Co-Authors: Fred O. Walumbwa, Tara S. Wernsing, Bruce J. Avolio, William L. Gardner, Suzanne J. PetersonAbstract:This study developed and tested a theory-based measure of Authentic Leadership using five separate samples obtained from China, Kenya, and the United States. Confirmatory factor analyses supported a higher order, multidimensional model of the Authentic Leadership con-struct (the Authentic Leadership Questionnaire [ALQ]) comprising leader self-awareness, rela-tional transparency, internalized moral perspective, and balanced processing. Structural equation modeling (SEM) demonstrated the predictive validity for the ALQ measure for important work-related attitudes and behaviors, beyond what ethical and transformational Leadership offered. Finally, results revealed a positive relationship between Authentic Leadership and supervisor-rated performance. Implications for research and practice are discussed.
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Effective Modeling of Authentic Leadership
Academic exchange quarterly, 2007Co-Authors: William L. Gardner, Jo Ann E. BrownAbstract:Abstract This study of role models focuses on the attributes most likely to be imitated by followers. Results suggest that publicly recognized charismatic leaders are ignored in favor of more proximal exemplars including professors and coaches. Respondents chose models who exhibited Authentic Leadership attributes such as confidence, hope, optimism, resilience, high levels of integrity and positive values. Emulation effort was seldom expended on developing charisma, status or physical attributes of the chosen exemplars. Introduction Across business, educational, political, religious, military, athletic, and other settings, individuals who exemplify the virtues of trustworthiness, empathy, responsibility, respect, fairness, and integrity are often described as role models who "lead by example." The importance of leading by example or exemplification is well recognized by theories that fall within the "neo-charismatic" (House & Aditya, 1997) or "new Leadership" (Bryman, 1992) paradigm, including the theories of charismatic Leadership advanced by House (1977), Conger and Kanungo (1987, 1998), Shamir, House and Arthur (1993), Gardner and Avolio (1998), and the transformational/full-range Leadership model (Avolio, 1999: Bass, 1998; Bass & Avolio, 1994). The emerging theory of Authentic Leadership (Gardner & Schermerhorn, 2004; Luthans & Avolio, 2003, May et al., 2003) is yet another Leadership perspective that recognizes the critical importance of the leader's exemplification to the follower's development. Surprisingly, the perceived attributes of leaders that people identify as their role models, and the processes whereby such leaders exert influence, have not been extensively explored by Leadership scholars. Drawing upon the emerging positive psychology and positive organization behavior (POB) literatures, Luthans and Avolio (2003) defined Authentic Leadership and provided a framework for the theoretical development of the construct. The results of this study answer their call for theory development with supporting data concerning influence and exemplification. The study, conducted in 2004, focused on the exemplars chosen by respondents and their qualities, characteristics, and behaviors. A better understanding of current exemplars should aid leaders in developing and exhibiting attributes that their constituents believe are exemplary and find worthy of imitation. Following a brief overview of relevant literature and a description of the methodology, we summarize our key findings from the study and emphasize those relating to Authentic Leadership. Literature Review Authentic Leadership Luthans and Avolio (2003, p. 243) define the construct of Authentic Leadership as "a process that draws from both positive psychological capabilities and a highly developed organizational context, which results in both greater self-awareness and self-regulated positive behaviors on the part of both leaders and associates, fostering positive self development." In describing Authentic Leadership, they assert that transparency of the leader's intentions produces a "seamless link" between values, actions and behaviors. Authentic leaders inspire others by modeling the positive organizational states of confidence, hope, optimism, and resiliency (Luthans, 2002, p. 59: Luthans & Avolio, 2003, p. 245). By responding transparently to moral dilemmas, Authentic leaders become ethical role models (Gardner & Schermerhorn, 2004). Authentic Leadership is a relatively new concept, and theoretical development has taken precedence over empirical testing to date. Groups of Leadership researchers are concurrently focusing on the antecedents and trigger events of Authentic Leadership development, enhancements to well-being among leaders and followers, and narrative or life story approaches (Avolio & Gardner, 2005). Empirically, Luthans and associates (2006) have reported preliminary evidence that the combination of confidence or efficacy with hope, optimism, and resiliency has a synergistic and positive impact on performance. …
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Authentic Leadership theory and practice origins effects and development
2005Co-Authors: William L. Gardner, Bruce J. Avolio, Fred O. WalumbwaAbstract:Preface. (B.J. Avolio, W.L. Gardner, F.O. Walumbwa). Advancements to Authentic Leadership Development Theory. Veritable Authentic Leadership: Emergence, Functioning and Impacts. (A. Chan, S.T. Hannah, W.L. Gardner). Moral Leadership: Explicating the Moral Component of Authentic Leadership. (S.T. Hannah, P.B. Lester, G.R.Vogelgesang). Developing Transparent Relationships through Humor in the Authentic Leader-Follower Relationship. (L. Hughes). The Differential Effects of Socialized and Personalized Leadership on Group Social Capital. (P. Varella, M. Javidan, D. Waldman). Leader Political Skill and Authentic Leadership. (C. Douglas, G.R. Ferris, P.L. Perrewe). The Internal Theatre of the Authentic Leader: Integrating Cognitive, Affective, Conative and Spiritual Facets of Authentic Leadership. (K. Klenke). In Search of Authenticity: Spiritual Leadership Theory as a Source for Future Theory, Research, and Practice on Authentic Leadership. (L.W. (Jody) Fry, J.L. Whittington). Leadership Intervention Research. Where are We? The Status of Leadership Intervention Research: A Meta-analytic Summary. (R.J. Reichard, B.J. Avolio). Measuring Authentic Leadership. Authentic Leadership Measurement and Development: Challenges and Suggestions. (A. Chan). Perceptions of Authentic Leadership: Exploratory Studies. Leader Authenticity Markers: Findings from a Study of Perceptions of African-American Political Leaders. (T.L. Pittinsky, C.J. Tyson). Follower Emotional Reactions to Authentic and InAuthentic Leadership Influence. (M.T. Dasborough, N.M. Ashkanasy). Moving Forward. Resiliency Development of Organizations, Leaders and Employees: Multi-Level Theory Building for Sustained Performance. (C.M. Youssef, F. Luthans). Authentic Leadership in In Extremis Settings: A Concept for Extraordinary Leaders in Exceptional Situations. (T.A. Kolditz, D.M. Brazil). Authentic Development: Leadership Development Level and Executive Effectiveness. (K.M. Eigel, K.W. Kuhnert). Authentic Leadership Development: Emergent Themes and Future Directions. (W.L. Gardner, B.J. Avolio, F.O. Walumbwa).
Greta G Cummings - One of the best experts on this subject based on the ideXlab platform.
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Antecedents, mediators, and outcomes of Authentic Leadership in healthcare: A systematic review.
International journal of nursing studies, 2018Co-Authors: Bayan Alilyyani, Carol A Wong, Greta G CummingsAbstract:Abstract Background Leaders are essential in every organization to achieve patient safety and healthy work environments. Authentic Leadership is a relational Leadership style purported to promote healthy work environments that influence staff performance and organizational outcomes. Given recent growth in Authentic Leadership research in healthcare and the importance of new knowledge to inform Leadership development, there is an obligation to determine what is known about the antecedents and outcomes of Authentic Leadership in healthcare settings and clarify mechanisms by which Authentic Leadership affects healthcare staff and patient outcomes. Objectives The aim of this systematic review was to examine the antecedents, mediators and outcomes associated with Authentic Leadership in healthcare. Design Systematic review. Data sources The search strategy included 11 electronic databases: ABI Inform Dateline, Academic Search Complete, Cochrane Database of Systematic Reviews, PubMed, CINAHL, Embase, ERIC, PsycINFO, Scopus, Web of Science, and ProQuest Dissertations & Theses. The search was conducted in January 2017. Published English-only quantitative research that examined the antecedents, mediators and outcomes of Authentic Leadership practices of leaders in healthcare settings was included. Review methods Quality assessment, data extractions, and analysis were completed on all included studies. Data extracted from included studies were analyzed through descriptive and narrative syntheses. Content analysis was used to group antecedents, outcomes and mediators into categories which were then compared to Authentic Leadership theory. Results 1036 titles and abstracts were screened yielding 136 manuscripts for full-text review which resulted in 21 included studies reported in 38 manuscripts. Significant associations between Authentic Leadership and 43 outcomes were grouped into two major themes: healthcare staff outcomes with 5 subthemes (personal psychological states, satisfaction with work, work environment factors, health & well-being, and performance) and patient outcomes. There were 23 mediators between Authentic Leadership and 35 different outcomes in the included studies and one antecedent of Authentic Leadership. Conclusions Findings of this review provide support for Authentic Leadership theory and suggest need for additional testing in future studies using longitudinal and interventional designs in more varied healthcare settings with diverse and interprofessional healthcare samples. Knowledge generated through this systematic review provides a more comprehensive understanding of Authentic Leadership, which can be used to educate future leaders and has the potential to improve Leadership development strategies and positive outcomes in healthcare workplaces.
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Authentic Leadership a new theory for nursing or back to basics
Journal of Health Organisation and Management, 2009Co-Authors: Carol A Wong, Greta G CummingsAbstract:Purpose – Authentic Leadership is an emerging theoretical model purported to focus on the root component of effective Leadership. The purpose of this paper is to describe the relevance of Authentic Leadership to the advancement of nursing Leadership practice and research and address the question of whether this is a new theory for Leadership or an old one in new packaging.Design/methodology/approach – The paper outlines the origins and key elements of the model, assesses the theoretical, conceptual and measurement issues associated with Authentic Leadership and compares it with other Leadership theories frequently reported in the nursing literature.Findings – The emerging Authentic Leadership theory holds promise for explaining the underlying processes by which Authentic leaders and followers influence work outcomes and organizational performance. Construct validity of Authentic Leadership has preliminary documentation and a few studies have shown positive relationships between Authenticity and trust. Fur...
Arménio Rego - One of the best experts on this subject based on the ideXlab platform.
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Authentic Leadership promoting employees' psychological capital and creativity
Journal of Business Research, 2012Co-Authors: Arménio Rego, Filipa Sousa, Carla Susana Marques, Miguel Pina E CunhaAbstract:Abstract Two hundred and one employees report their psychological capital, as well as their supervisors' Authentic Leadership. Supervisors describe the employees' creativity. The main findings show that Authentic Leadership predicts employees' creativity, both directly and through the mediating role of employees' psychological capital. The study empirically validates theoretical arguments that suggest integrating Authentic Leadership and psychological capital in research, and indicates that both may foster employees' creativity, a crucial resource for helping organizations to face competitive challenges, take advantage of business opportunities, and improve organizational effectiveness.
Robert A. Baron - One of the best experts on this subject based on the ideXlab platform.
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Shared Authentic Leadership and New Venture Performance
Journal of Management, 2011Co-Authors: Keith M. Hmieleski, Michael S. Cole, Robert A. BaronAbstract:This study applied affective events theory (AET) as a framework for understanding the relationship between the shared Authentic Leadership of new venture top management teams (TMTs) and the performance of their firms. Results, based on a national (United States) random sample of new ventures, demonstrated a positive indirect effect of shared Authentic Leadership behavior on firm performance, an effect that operated through TMTs’ positive affective tone. These findings contribute to entrepreneurship and strategic management literatures by illustrating that AET (a micro-level theory) is a conceptually relevant framework for understanding the impact of TMTs on firm performance (i.e., upper echelons theory and research). With respect to the Leadership and organizational behavior literatures, the authors’ results indicate that Authentic Leadership may be particularly beneficial when shared among team members.
