Looking forward but learning from our past: Potential challenges to developing authentic leadership theory and authentic leaders

By Cecily D. Cooper, T. Scandura, C. Schriesheim. 2005

450 citations recorded by the source corpus.

Subfields: Applied Psychology, Demography, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/2e35fe273da639bda2633a6385c4da852c14d1ce

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In Demography

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Citations in the corpus

Authentic Leadership and Behavioral Integrity as Drivers of Follower Commitment and Performance (2011, background): “Second, while authentic leadership has a broad and rich theoretical base, more research is needed on conceptual clarification and clarifying mechanisms of impact (Cooper et al. 2005).”
Radical Authentic Leadership: Co-creating the conditions under which all members of the organization can be authentic (2012, background): “For example, Cooper et al. (2005) acknowledge that authenticity cannot be acquired through “traditional training programs” and that AL leadership training needs to be “genuine” (p. 483).”
Adolescent Leadership Development (2009, background): “Expanded empirical research efforts are recommended (Avolio and Bass, 1999; Cooper et al., 2005); and may prove particularly fruitful in studying adolescent leader ship.”
Enacting the ‘true self’: Towards a theory of embodied authentic leadership (2010, background): “As Cooper, Scandura, and Schriesheim (2005) point out; presently one of the difficulties with the concept from a theoretical perspective is that a unified, agreed definition for authentic leadership does not exist.”
Do they [all] see my true self? Leader's relational authenticity and followers' assessments of transformational leadership (2010, background): “In an effort to summarize these definitions, Cooper et al. (2005) viewed authentic leadership as multifaceted, containing elements from ‘‘diverse domains—traits, states, behaviours, contexts, or attributions’’ (p. 478).”
Authentic leadership and leaders' mental well-being: An experience sampling study (2017, background): “The insights gained through this study therefore provide a step forward in developing a comprehensive understanding of authentic leadership (Cooper et al., 2005).”
Psychological capital and authentic leadership: Measurement, gender, and cultural extension (2010, background): “Authentic leadership has similarly begun to attract attention from organizational researchers ( Cooper et al. , 2005”
Congruence of leader self-perceptions and follower perceptions of authentic leadership: Understanding what authentic leadership is and how it enhances employees’ job satisfaction (2014, methodology): “…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).”
Authentic leadership, employees’ job satisfaction, and work engagement: a hierarchical linear modelling approach (2014, background): “(2008) found a positive relationship between authentic leadership and supervisor-rated performance, the measurement of the construct as a whole (Cooper et al., 2005; Walumbwa et al., 2008) and its influence on organisational performance present a great challenge.”