Switch to: References

Add citations

You must login to add citations.
  1. The ‘Corbyn Phenomenon’: Media Representations of Authentic Leadership and the Discourse of Ethics Versus Effectiveness.Marian Iszatt-White, Andrea Whittle, Gyuzel Gadelshina & Frank Mueller - 2019 - Journal of Business Ethics 159 (2):535-549.
    Whilst the academic literature on leadership has identified authenticity as an important leadership attribute, few studies have examined how authentic leadership is evaluated in naturally occurring discourse. This article explores how authentic leadership was characterised and evaluated in the discourse of the British press during the 2015 Labour Party leadership election—won, against the odds, by veteran left-winger Jeremy Corbyn. Using membership categorisation analysis, we show that the media discourse about authentic leadership was both ambiguous and ambivalent. In their representation of (...)
    Direct download (5 more)  
     
    Export citation  
     
    Bookmark   1 citation  
  • Authenticity and Corporate Governance.Erica Steckler & Cynthia Clark - 2019 - Journal of Business Ethics 155 (4):951-963.
    Although personal attributes have gained recognition as an important area of effective corporate governance, scholarship has largely overlooked the value and implications of individual virtue in governance practice. We explore how authenticity—a personal and morally significant virtue—affects the primary monitoring and strategy functions of the board of directors as well as core processes concerning director selection, cultivation, and enactment by the board. While the predominant focus in corporate governance research has been on structural factors that influence firm financial outcomes, this (...)
    Direct download (2 more)  
     
    Export citation  
     
    Bookmark   3 citations  
  • The Interactive Effect of a Leader’s Sense of Uniqueness and Sense of Belongingness on Followers’ Perceptions of Leader Authenticity.Michelle Xue Zheng, Yingjie Yuan, Marius van Dijke, David De Cremer & Alain Van Hiel - 2020 - Journal of Business Ethics 164 (3):515-533.
    Researchers have emphasized the value of authenticity, but not much is known about what makes a person authentic in the eyes of others. Our research takes an interpersonal perspective to examine the determinants of followers’ perceptions of leader authenticity. Building on social identity theory, we propose that two fundamental self-identifications–a leader’s sense of uniqueness and sense of belongingness–interact to influence followers’ perceptions of a leader’s authenticity via perceptions of a leader’s self-concept consistency. In a field study conducted among leader–follower dyads (...)
    Direct download (2 more)  
     
    Export citation  
     
    Bookmark  
  • Are Relationally Transparent Leaders More Receptive to the Relational Transparency of Others? An Authentic Dialog Perspective.Arménio Rego, Miguel Pina E. Cunha & Luca Giustiniano - forthcoming - Journal of Business Ethics:1-15.
    Using a sample of 114 leaders, we show empirically that the association between leader relational transparency and leader receptiveness to relational transparency of team members is indirect and conditional on leader humility. When a transparent leader expresses humility, he/she conveys respect to team members and is perceived as more receptive to the relational transparency of employees toward him/her. The indirect association between leader relational transparency and leader receptiveness to the relational transparency of team members is negative, however, when the leader (...)
    Direct download (2 more)  
     
    Export citation  
     
    Bookmark  
  • Practical Wisdom: A Virtue for Leaders. Bringing Together Aquinas and Authentic Leadership.Ignacio Ferrero, Marta Rocchi, Massimiliano Matteo Pellegrini & Elizabeth Reichert - 2020 - Business Ethics: A European Review 29 (S1):84-98.
    Business Ethics: A European Review, EarlyView.
    No categories
    Direct download (5 more)  
     
    Export citation  
     
    Bookmark   2 citations  
  • Who Am I and Who Are We?Martin Fladerer - 2019 - Dissertation, Ludwig Maximilians Universität, München
    No categories
    Direct download (2 more)  
     
    Export citation  
     
    Bookmark  
  • Why Do Leaders Express Humility and How Does This Matter: A Rational Choice Perspective.JianChun Yang, Wei Zhang & Xiao Chen - 2019 - Frontiers in Psychology 10.
    Direct download (2 more)  
     
    Export citation  
     
    Bookmark   1 citation  
  • Facilitating the Implementation Process of High-Performance Work Systems: The Role of Authentic Leadership.Man Cao, Yixuan Zhao & Shuming Zhao - 2020 - Frontiers in Psychology 11.
    Direct download (2 more)  
     
    Export citation  
     
    Bookmark  
  • Sāttvika Leadership: An Indian Model of Positive Leadership.Kumar Alok - 2017 - Journal of Business Ethics 142 (1):117-138.
    I propose a leadership theory with moral concerns at its core. Sāttvika leadership is defined as a set of purposive leader actions comprising knowledge-driven cooperation that are initiated on the basis of positive and reasonably accurate assumptions and executed through morally responsible and sustainably fruitful means to secure the flourishing of followers and the collective. SL enhances psychological capital, psychological empowerment, and work engagement of followers while developing them into morally better persons. It enhances their trust on the leader and (...)
    Direct download (2 more)  
     
    Export citation  
     
    Bookmark  
  • The Interactive Effect of Authentic Leadership and Leader Competency on Followers’ Job Performance: The Mediating Role of Work Engagement.Feng Wei, Yi Li, Yi Zhang & Shubo Liu - 2018 - Journal of Business Ethics 153 (3):763-773.
    The effect of authentic leadership and leader competency on employee job performance has received growing attention in the past decades; however, few studies have simultaneously integrated these two leadership perspectives. We have thus developed a mediated moderation model to test the interactive effect of authentic leadership and competency on followers’ job performance through work engagement. Based on a sample of 248 subordinate–supervisor pairs, hierarchical regression analyses reveal that authentic leadership positively relates to followers’ task performance and organizational citizenship behavior ; (...)
    Direct download (2 more)  
     
    Export citation  
     
    Bookmark   1 citation  
  • Authentic Leadership Questionnaire Psychometrics.Rick Roof - 2014 - Asian Journal of Business Ethics 3 (1):57-64.
  • Authentic Leaders Promoting Store Performance: The Mediating Roles of Virtuousness and Potency.Arménio Rego, Dálcio Reis Júnior & Miguel Pina E. Cunha - 2015 - Journal of Business Ethics 128 (3):617-634.
    Sixty-eight stores of a retail chain were used for testing a model in which perceived authentic leadership predicts stores’ sales achievement through the mediating role of perceived store virtuousness and perceived store potency. Employees reported AL, store virtuousness, and store potency. Sales achievement over a period of four consecutive months subsequent to data collection was considered as dependent variable . The main findings are the following: AL predicts store potency through the mediating role of store virtuousness; store virtuousness predicts sales (...)
    Direct download (2 more)  
     
    Export citation  
     
    Bookmark   8 citations  
  • Does an Ethical Work Context Generate Internal Social Capital?David Pastoriza, Miguel A. Arino, Joan E. Ricart & Miguel A. Canela - 2015 - Journal of Business Ethics 129 (1):77-92.
    Ethics has recently gained importance in the debate over social capital creation. The goal of this study is to empirically examine the ethical work context of the firm as an antecedent of the firm’s internal social capital. We build on person–situation interactionist theory to argue that individuals can learn standards of appropriate behavior induced by the ethical work context in which they are embedded. By creating an ethical work context, managers can facilitate the process through which employees learn to feel (...)
    Direct download (2 more)  
     
    Export citation  
     
    Bookmark   3 citations  
  • Authentic Leadership and Employee Well-Being: The Mediating Role of Attachment Insecurity.Fariborz Rahimnia & Mohammad Sadegh Sharifirad - 2015 - Journal of Business Ethics 132 (2):363-377.
    The purpose of this study was to investigate the relationship between authentic leadership and the three dimensions of employee well-being. Furthermore, attachment insecurity was considered as a mediating factor between authentic leadership and the three dimensions of employee well-being. Data were obtained from a field sample of 212 health care providers with patient contact at five hospitals in the North East of Iran. Initially, collected data were analyzed with multiple confirmatory factor analyses. Then, structural equation modeling was applied to test (...)
    Direct download (2 more)  
     
    Export citation  
     
    Bookmark   7 citations  
  • The Masculinisation of Ethical Leadership Dis/Embodiment.Helena Liu - 2017 - Journal of Business Ethics 144 (2):263-278.
    This article argues that while ethical leadership in mainstream theorising is assumed to be a cognitive exercise, leaders’ bodies in fact play a significant role in the social construction of ethical leadership. Their bodies become particularly potent when leaders are depicted via the interplay between visual and verbal modes in the media. In order to extend current understandings of ethical leadership, this study employs a discourse analytic approach to examine how visual and verbal devices convey ethical leadership for two of (...)
    Direct download (2 more)  
     
    Export citation  
     
    Bookmark   3 citations  
  • Should Authentic Leaders Value Power? A Study of Leaders’ Values and Perceived Value Congruence.Yuanmei Elly Qu, Marie T. Dasborough, Mi Zhou & Gergana Todorova - 2019 - Journal of Business Ethics 156 (4):1027-1044.
    Although there is consensus that authentic leaders act according to their true values, we have no empirical evidence of what specific values authentic leaders have. While traditional leadership approaches place power at the core of leadership, authentic leadership scholars would argue that benevolence is the value that is central to effective authentic leadership. To date, the questions about whether and when authentic leaders with high power values promote or hurt followers’ performance have not been investigated. Ostensibly, authentic leaders with high (...)
    Direct download (2 more)  
     
    Export citation  
     
    Bookmark   2 citations  
  • Crossover of Work–Life Balance Perceptions: Does Authentic Leadership Matter?Susanne Braun & Claudia Peus - 2018 - Journal of Business Ethics 149 (4):875-893.
    This research contributes to an improved understanding of authentic leadership at the work–life interface. We build on conservation of resources theory to develop a leader–follower crossover model of the impact of authentic leadership on followers’ job satisfaction through leaders’ and followers’ work–life balance. The model integrates authentic leadership and crossover literatures to suggest that followers perceive authentic leaders to better balance their professional and private lives, which in turn enables followers to achieve a positive work–life balance, and ultimately makes them (...)
    Direct download (4 more)  
     
    Export citation  
     
    Bookmark   5 citations  
  • A Multi-Level Investigation of Authentic Leadership as an Antecedent of Helping Behavior.Giles Hirst, Fred Walumbwa, Samuel Aryee, Ivan Butarbutar & Chin Jeffery Hui Chen - 2016 - Journal of Business Ethics 139 (3):485-499.
    We develop and test a trickle-down model of how authentic leadership at the department level flows down the organizational hierarchy to encourage team leader authentic leadership and consequently, promotes team and individual-level supervisor-directed helping behavior. Analyses of multi-level and multi-source data collected from a total of 487 employees comprising 122 teams, 47 departments, and 4 different working areas of a major public sector organization in Taiwan show that team leaders’ authentic leadership mediates the relationship between departmental authentic leadership and individual-level (...)
    Direct download (2 more)  
     
    Export citation  
     
    Bookmark   8 citations