Authentic leadership theory and practice : origins, effects and development
By W. Gardner, Bruce J. Avolio, Fred Walumbwa. 2005
262 citations recorded by the source corpus.
View Paper: https://www.semanticscholar.org/paper/10b48fd3b49214c7720cb6fe1d0d7b7d9296b289
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Citations in the corpus
- Antecedents and outcomes of authentic leadership across culture: A meta-analytic review (2021, background): “Organizational climate has been proposed as a factor that shapes the development of authentic leadership (Gardner et al., 2005b).”
- Responsible Leadership: A Mapping of Extant Research and Future Directions (2015, background): “…from other values-centered leadership theories like ethical leadership (Brown and Treviño 2006; Treviño et al. 2003), servant leadership (Greenleaf 2002), authentic leadership (Gardner et al. 2005; Luthans and Avolio 2003), and transformational leadership (Bass 1985; Bass and Avolio 1995).”
- Paradoxes of authentic leadership: Leader identity struggles (2014, background): “…motivation (Ilies et al., 2005) and greater satisfaction (Jensen and Luthans, 2006), while the leaders themselves benefit through increased positive emotions, improved well-being and higher leadership effectiveness by guest on June 6, 2016lea.sagepub.comDownloaded from (Eigel and Kuhnert, 2005).”
- Authentic Leadership and Employee Well-Being: The Mediating Role of Attachment Insecurity (2015, background): “…colleagues, as proponents, believe authentic leadership describes a form of leadership that originates from authentic functioning but, as a process of influence, is also aimed at the development of followers and, more specifically, serves to more authentic followership (Gardner et al. 2005a, b).”
- Learning organization and work engagement: the mediating role of employee resilience (2020, background): “It has become quintessential for organizations to develop specific interventions for fostering employee resilience and enhance work engagement (Cooke et al., 2016; Hodliffe, 2014; Youssef & Luthans, 2005).”