Authentic Leadership and Positive Psychological Capital

By Rachel Clapp-Smith, G. Vogelgesang, James Avey. 2009

410 citations recorded by the source corpus.

Subfields: Demography, Organizational Behavior and Human Resource Management, Social Psychology

View Paper: https://www.semanticscholar.org/paper/1038915a37d1c8209912a6e5d2d73ae7c2dd40fa

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Demography

1. Fang Liu
2. Xiaoyi Wu
3. Qian Ling
4. Karolina W. Nieberle
5. Susanne Braun
6. Giles Hirst
7. Alexander Newman
8. Jan G Langhof

In Organizational Behavior and Human Resource Management

1. Karolina W. Nieberle
2. Fang Liu
3. Alexander Newman
4. Xiaoyi Wu
5. Qian Ling
6. Deniz Ucbasaran
7. Laida Agote
8. Susanne Braun

In Social Psychology

1. Karolina W. Nieberle
2. Alexander Newman
3. Deniz Ucbasaran
4. Susanne Braun
5. Fang Liu
6. Rune Lines
7. Giles Hirst
8. Fei Zhu

Citations in the corpus

• Authentic leadership extends beyond work: A multilevel model of work-family conflict and enrichment (2017, background): “, 2015), build stable, trusting relationships (Clapp-Smith et al., 2009; Wang & Hsieh, 2013), and provide followers with a sense of empowerment (Laschinger, Wong, & Grau, 2013).”
• Authentic Leadership Perception, Trust in the Leader, and Followers’ Emotions in Organizational Change Processes (2016, background): “performance (Clapp-Smith et al., 2009), voice behavior (Wong & Cummings, 2009), and work engagement (Hassan & Ahmed, 2011; Wong et al.”
• Servant Versus Authentic Leadership (2017, background): “Several studies demonstrate the positive effect of servant and authentic leadership on a follower’s trust in a leader (Clapp-Smith et al., 2009; Joseph & Winston, 2005; Reinke, 2004; Russell & Stone, 2002).”