“Can you see the real me?” A self-based model of authentic leader and follower development

By W. Gardner, Bruce J. Avolio, Fred Luthans, Douglas R. May, Fred Walumbwa. 2005

2,178 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Social Psychology

View Paper: https://www.semanticscholar.org/paper/13aa124dacc8f60ce772e94c1f4b2e96e0241dd4

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In Organizational Behavior and Human Resource Management

In Social Psychology

Citations in the corpus

Narcissism in Organizations: A Multisource Appraisal Reflects Different Perspectives (2008, background): “Integrity also appears to be fundamental to moral or authentic leadership ( Avolio, 1999 ; Gardner, Avolio, Luthans, May, & Walumbwa, 2005 ).”
A dynamic theory of leadership development (2009, background): “Scholars (Luthans and Avolio, 2003; Gardner et al, 2005; Yammarino et al, 2008) who argue for the need to develop authentic leadership, Liedtka (2008), for example, call for a search for authenticity by looking internally (Hernandez, 2008; Hardt, 1993) rather than externally as logical,…”
Are authentic leaders associated with more virtuous, committed and potent teams? ☆ ☆☆ (2013, background): “…and societal pressures), and expresses decision-making and behavior consistent with such internalized values (Avolio & Gardner, 2005; Gardner et al., 2005; Walumbwa et al., 2008); (4)Relational transparency represents the degree towhich the leader openly shares information, presents…”
The relationship between ethical leadership and core job characteristics. (2010, background): “, Detert, Treviño, Burris, & Andiappan, 2007) and a number of practitioner oriented, popular press books (e.g., Kanungo & Mendoca, 1996). By emphasizing fair treatment, shared values, and integrity in common personnel and business transactions, ethical leaders inspire favorable behaviors among emplo”
Authentic leadership: development of a new three pillar model (2015, background): “Perhaps stimulated by these background changes, interest in a new kind of leadership has emerged – “authentic leadership” (Avolio et al., 2004; Gardner et al., 2005a; George, 2003).”
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).”
Authentic leadership and eudaemonic well-being: Understanding leader-follower outcomes (2005, result): “Second, in our conceptual model we define authentic leadership as a four-component construct, which complements other work that has examined the authentic leadership concept and process (Avolio & Gardner, 2005; Gardner et al., 2005; Luthans & Avolio, 2003; May et al., 2003).”