Authentic leadership and eudaemonic well-being: Understanding leader-follower outcomes

By R. Ilies, F. Morgeson, J. Nahrgang. 2005

1,328 citations recorded by the source corpus.

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

View Paper: https://www.semanticscholar.org/paper/4c677a7fdb09c28bd477e01fc7fd11fdbacf8b2d

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Citations in the corpus

. (2005, methodology): “Furthermore, Gardner et al. (2005) and Ilies et al. (2005) both argue that authentic leaders seek to develop associates by modeling and supporting self-determination (i.e., internalized selfregulation).”
Authentic leadership and teachers’ voice behaviour: The mediating role of psychological empowerment and moderating role of interpersonal trust (2020, background): “This finding is in line with previous suggestions (Ilies et al., 2005) that empowerment is an important motivational mechanism through which authentic leaders may affect followers’ 779Zhang et al.: Authentic leadership and teachers’ voice behaviour work-related outcomes.”
Authentic Leadership, Authentic Followership, Basic Need Satisfaction, and Work Role Performance (2015, background): “This result provides support for the idea that the authentic functioning of followers is related to basic need satisfaction (Ilies et al., 2005; Kernis & Goldman, 2006): Followers who show their true selves in the workplace are more likely to feel that their work-related behavior resonates with who…”
The Servant Leadership Survey: Development and Validation of a Multidimensional Measure (2010, background): “Moreover, leadership is an increasingly acknowledged factor for follower well-being (Ilies et al. 2005).”
Authentic Leadership and Follower Development (2011, background): “The way in which leaders influence follower outcomes is central to authentic leadership theory (e.g., Avolio et al., 2004; Gardner et al., 2005; Ilies et al., 2005).”
An Investigation of Authentic Leadership’s Individual and Group Influences on Follower Responses (2018, methodology): “Authentic leaders’ relational transparency, which includes openness and truthfulness in relationships, fosters positive social exchange (Ilies et al., 2005).”
Authentic leadership extends beyond work: A multilevel model of work-family conflict and enrichment (2017, methodology): “Given that authentic leaders are “prominent behavioural role models for followers” (Ilies et al., 2005, p. 385), the alignment between their own and their followers’ experiences should further increase their credibility.”
Are authentic leaders associated with more virtuous, committed and potent teams? ☆ ☆☆ (2013, background): “…senses of self-determination, security, and trust, enabling followers to focus their energies on goal-related endeavors and on finding different pathways for solving problems and responding to opportunities (Avolio, Gardner, Walumbwa, Luthans, & May, 2004; Edmondson, 1999; Ilies et al., 2005).”
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).”