LEADERSHIP IN ACTION TEAMS: TEAM LEADER AND MEMBERS’ AUTHENTICITY, AUTHENTICITY STRENGTH, AND TEAM OUTCOMES
By S. Hannah, Fred Walumbwa, L. Fry. 2011
158 citations recorded by the source corpus.
Subfields: Organizational Behavior and Human Resource Management, Social Psychology
View Paper: https://www.semanticscholar.org/paper/5a1cfca4609b8de1dd889568ebd588519037d62b
How researchers see this paper
The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.
In Organizational Behavior and Human Resource Management
- Karolina W. Nieberle
- Susanne Braun
- H. Leroy
- A. Legood
- Joanne Lyubovnikova
- Frederick Anseel
- Luc Sels
- Argyro Mamakouka
In Social Psychology
- Karolina W. Nieberle
- Susanne Braun
- H. Leroy
- Frederick Anseel
- A. Legood
- Joanne Lyubovnikova
- Luc Sels
- Argyro Mamakouka
Citations in the corpus
- Authentic leadership extends beyond work: A multilevel model of work-family conflict and enrichment (2017, background): “We were seeking to further extend multilevel approaches to authentic leadership (Hannah et al., 2011; Hmieleski et al., 2012; Leroy et al., 2015) in relation to followers’ WFC and WFE.”
- How Authentic Leadership Influences Team Performance: The Mediating Role of Team Reflexivity (2017, background): “Built into these regular meetings should be phases of constructive systematic reflection as the team and leader review shared objectives (Hannah et al, 2011).”
- Authentic Leadership, Authentic Followership, Basic Need Satisfaction, and Work Role Performance (2015, background): “…previous research has shown that authentic leadership accounts for incremental variance in outcomes beyond ethical and transformational leadership (Hannah et al., 2011; Walumbwa et al., 2008; Walumbwa et al., 2011), it has remained silent regarding the unique processes through which authentic…”