"Psychological processes linking authentic leadership to follower behaviors": Retraction.

By Fred Walumbwa, Peng Wang, Hui Wang, J. Schaubroeck, Bruce J. Avolio. 2014

97 citations recorded by the source corpus.

Subfields: Developmental and Educational Psychology, Organizational Behavior and Human Resource Management, Social Psychology

View Paper: https://www.semanticscholar.org/paper/533d8ede602643621f51b8ba00acdc5a007eded7

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In Developmental and Educational Psychology

In Organizational Behavior and Human Resource Management

In Social Psychology

Citations in the corpus

Leader inclusiveness, psychological diversity climate, and helping behaviors (2016, result): “Consistent with this, research has found a strong relationship between citizenship behavior and authentic leadership (Walumbwa et al., 2010) and servant leadership (Ehrhart, 2004).”
Authentic Leadership, Authentic Followership, Basic Need Satisfaction, and Work Role Performance (2015, methodology): “Consistent with prior research in this area (Kernis & Goldman, 2006; Van den Broeck, Vansteenkiste, De Witte, & Lens, 2008; Walumbwa et al., 2010), we validated our measurement model using item parcels.”
Toward a Relational Theory of Employee Engagement: Understanding Authenticity, Transparency, and Employee Behaviors (2020, background): “…open communication, value self-disclosure of one’s strengths, weaknesses, true and genuine thoughts and feelings, constantly encourage employees’ participation to gather their feedback, and hold themselves accountable by acting in accordance with what they stand for (Walumbwa et al., 2008, 2010).”
Are authentic leaders associated with more virtuous, committed and potent teams? ☆ ☆☆ (2013, background): “Authentic leaders may also promote work engagement and psychological empowerment of team members, thus giving rise to dynamics of collective work engagement and empowerment (Walumbwa et al., 2010) that translate into greater team potency (Akgün, Keskin, Byrne, & Imamoglu, 2007).”
Locus of control, psychological empowerment and intrinsic motivation relation to performance (2015, background): “…of psychological empowerment as antecedents of task performance (e.g. Hempel et al., 2012; Spreitzer et al., 1997), contextual performance (e.g. Walumbwa et al., 2010; Wat and Shaffer, 2005) and innovation performance (e.g. Singh and Sarkar, 2012; Zhang and Bartol, 2010) are replicated in this…”
Leadership and Employee Engagement (2015, background): “Walumbwa, Wang, Wang, Schaubroeck, and Avolio (2010) investigated the relationship of authentic leadership with organizational citizenship behavior (OCB) and work engagement with a focus on the intervening mechanisms of empowerment and identification with supervisor.”
How Ethical Leadership Shapes Employees’ Job Performance: The Mediating Roles of Goal Congruence and Psychological Capital (2014, background): “While other leadership styles, such as transformational and authentic leadership, also capture leaders’ personal traits, what clearly sets ethical leadership apart from more traditional leadership styles is the hands-on approach that characterizes the moral manager dimension (Brown et al. 2005; Picc”
Working from home during the corona pandemic: Investigating the role of authentic leadership, psychological capital, and gender on employee performance (2021, background): “This study confirmed the effect of Authentic Leadership on employees’ PsyCap (Amunkete & Rothmann, 2015; Kong et al., 2018) and performance (Walumbwa et al., 2008, 2010; Wang & Hsieh, 2013; Wang et al., 2014).”
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): “This is supported by past empirical research findings (e.g. Walumbwa et al., 2008, 2010; see Gardner et al., 2011).”