Promoting Authentic Behavior in Organizations: An Attributional Perspective

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Authentic leadership, creativity, and innovation: A multilevel perspective (2013, background): “Goffee and Jones (2005), and Harvey et al. (2006) also insist that authenticity must be attributed to an individual by others.”
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): “…well as deficient, because theoretical foundations of authentic leadership highlight a dilemma whether authentic leaders are genuinely authentic if they perceive themselves to be such, or if they are perceived as such by others (e.g. Cooper et al., 2005; Harvey et al., 2006; Toor and Ofori, 2008).”
Workplace Bullying, Mobbing and General Harassment: A Review (2013, unknown): “Several other models have also focused on the interplay between individual and organisational elements, ultimately highlighting the importance of the interactive processes of workplace bullying within an organisational culture (e.g., Harvey et al. 2006; Heames and Harvey 2006).”
Causal ascriptions and perceived learning from entrepreneurial failure (2015, unknown): “interesting findings (Harvey et al. 2006).”