Determinants of Follower Perceptions of a Leader’s Authenticity and Integrity

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Congruence of leader self-perceptions and follower perceptions of authentic leadership: Understanding what authentic leadership is and how it enhances employees’ job satisfaction (2014, background): “Our findings supported theoretical assumptions and authors’ recommendations (e.g. Cooper et al, 2005; Eagly, 2005; Fields, 2007; Harvey et al., 2006; Shamir and Eilam, 2005; Yammarino et al., 2008) that authentic leadership has to be investigated by means of various sources simultaneously, as the re”
Enacting the ‘true self’: Towards a theory of embodied authentic leadership (2010, background): “the amount of contact that leaders and followers have (Fields 2007) or the extent to which leaders adhere to organisational codes of conduct (Six et al 2007).”
Authentic leadership, employees’ job satisfaction, and work engagement: a hierarchical linear modelling approach (2014, background): “Thus, authentic managers cannot be authentic in a negative sense (Fields, 2007).”