Values, emotions, and authenticity: Will the real leader please stand up?

By Susan Michie, Janaki Gooty. 2005

312 citations recorded by the source corpus.

View Paper: https://www.semanticscholar.org/paper/21b0ff29dd427c58c6ee6e5ad8e2cdb43116ebda

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In Social Psychology

Citations in the corpus

Advances in leader and leadership development: A review of 25years of research and theory (2014, background): “Michie and Gooty (2005)”
Revisiting followership through a social identity perspective: the role of collective follower emotion and action (2013, background): “The importance of expressing appropriate emotions is also noted by Michie and Gooty (2005), who argue for the moral importance of the leader needing to express appropriate emotions, which are also suitably intense, in shaping followers' perceptions of their authenticity.”
Authentic leadership, trust and work engagement (2011, background): “Authentic leadership theory has been advanced as an approach to leadership that includes behaviors such as transparency [7], altruistic actions [47], and behavioral consistency [23],[20].”
Paradoxes of authentic leadership: Leader identity struggles (2014, background): “…leadership literature is thus based on the idea that one should act according to an essential true self and that this true self is morally good (Avolio et al., 2004; Ilies et al., 2005; Ladkin and Taylor, 2010; Luthans and Avolio, 2003; Michie and Gooty, 2005; Walumbwa et al., 2008, 2010).”
*Managerial Dimensions of Organizational Health: The Healthy Leader at Work (2007, unknown): “This four quadrant typological approach to categorizing leadership theories has given way to a more contemporary emphasis in recent decades to leadership research that focuses on inspirational styles of leadership, including visionary, charismatic, and transformational ( Jackson, 2005; Michie and Go”
Hope and positive affect mediating the authentic leadership and creativity relationship (2014, background): “…of AL because creativity represents, to a certain degree, a route through which employees may express their own authenticity (Edmondson, 1999; Michie & Gooty, 2005), literature suggesting that leaders' authenticity “reverberates” on followers' authenticity (Gardner, Avolio, Luthans, May, &…”
The Emerging Significance of Values Based Leadership: A Literature Review (2014, background): “Michie & Gooty (2005) An individual’s self transcendent values: Michie and Gooty (2005) suggested that inspirational leadership was unethical, as it relied on emotions instead of reason to motivate followers.”
Authentic Leadership and Follower Development (2011, background): “Whereas many theories of positive leadership have lacked sufficient emphasis on the ethical and moral components of leadership, authentic leadership theory makes these issues central (Luthans & Avolio, 2003; Michie & Gooty, 2005).”
Promoting Authentic Behavior in Organizations: An Attributional Perspective (2006, background): “Michie and Gooty (2005) also noted the importance of emotions in the authentic development process, explaining that individuals’ values, by themselves, do not necessarily translate into congruent actions.”
. (2005, background): “Two additional processes whereby authentic leaders influence followers and their development that have been implied by other authors (Avolio, Gardner et al., 2004; Michie & Gooty, 2005) but not explicitly articulated are described by Ilies et al.: emotional contagion and positive social exchanges.”