Entrepreneurs as authentic leaders: impact on employees' attitudes

By S. Jensen, Fred Luthans. 2006

375 citations recorded by the source corpus.

Subfields: Management of Technology and Innovation, Organizational Behavior and Human Resource Management, Social Psychology

View Paper: https://www.semanticscholar.org/paper/25abee8d11b4b86d8b785ba114f127bcf5f37aab

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In Management of Technology and Innovation

In Organizational Behavior and Human Resource Management

In Social Psychology

Citations in the corpus

Psychological capital and performance of Portuguese civil servants: exploring neutralizers in the context of an appraisal system (2010, background): “…such as absenteeism (Avey, Patera and West 2006), job satisfaction and organizational commitment (Larson and Luthans 2006; Luthans et al. 2007; Youssef and Luthans 2007), and leadership behaviours of entrepreneurs and their impact on employees’ attitudes and happiness (Jensen and Luthans 2004).”
Leader and follower attachment styles: Implications for authentic leader–follower relationships (2014, neutral): “…Molero, & Mangin, 2011; psychological well-being, Toor & Ofori, 2009), follower (e.g., job satisfaction, organizational commitment, work happiness, Jensen & Luthans, 2006; basic need satisfaction, work role performance, Leroy, Anseel, Gardner, & Sels, in press; extra effort, Moriano et al., 2011;…”
The impact of entrepreneurship education, entrepreneurial self-efficacy and gender on entrepreneurial intentions of university students in the Visegrad countries (2019, methodology): “Given the challenging nature of the entrepreneurship discipline (Jensen and Luthans, 2006), the use of convenience sampling (a form of non-probability methods) has been reported in several entrepreneurship studies (e.g. Louw et al. 2003; Thompson 2009; Wilson, Kickul and Marlino 2007; Wilson et al.…”
Authentic Leadership and Employee Well-Being: The Mediating Role of Attachment Insecurity (2015, background): “It is aligned with prior research showing that leaders’ authenticity increases trust and, as a result, decreases avoidance attachment (Jensen and Luthans 2006; Avolio et al. 2004).”
Paradoxes of authentic leadership: Leader identity struggles (2014, background): “…emotions (Jensen and Luthans, 2006), task engagement (Gardner et al., 2005), higher 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…”
Authentic leadership, creativity, and innovation: A multilevel perspective (2013, background): “Authentic leadership focuses on positive achievements rather than emphasizing flaws (Peterson & Luthans, 2003; Jensen & Luthans, 2006), and promotes employee trust, which results in higher emotional safety and unconventional idea proposition (Avolio, Gardner, Walumbwa, Luthans, & May, 2004).”
A perfect match: decoding employee engagement – Part I: Engaging cultures and leaders (2008, neutral): “These were ‘‘transformational leadership’’ (Bass, 1999) and ‘‘authentic leadership’’ (Jensen and Luthans, 2006).”
Authentic leadership, employees’ job satisfaction, and work engagement: a hierarchical linear modelling approach (2014, background): “Improvements in satisfaction, commitment, and happiness at the workplace (cf. Jensen & Luthans, 2006) should lead to greater work engagement (Harter et al., 2002).”
Shared Authentic Leadership and New Venture Performance (2012, background): “…TMTs’ authentic leadership behavior and firm performance, prior authentic leadership research has predominately focused on how the behavior of individual or appointed leaders relates to the job-related outcomes of their subordinates (Jensen & Luthans, 2006; Walumbwa, Luthans, Avey, & Oke, 2011).”
Are ethical theories relevant for ethical leadership (2012, background): “Jensen and Luthans (2006) defined authentic leaders as leaders “who are perceived as striving to create a transparent, future-oriented, and associate-building organization”.”
Positive psychology at work: A conceptual review, state-of-practice assessment, and a look ahead (2013, background): “As a highly genuine and transformational style of leadership, authentic leadership has been found to impact subordinate job satisfaction, organizational commitment (Jensen & Luthans, 2006), organizational citizenship behaviors, and work engagement (Walumbwa, Wang, Wang, Schaubroeck, & Avolio, 2010).”