Radical Authentic Leadership: Co-creating the conditions under which all members of the organization can be authentic

By Puck Algera, Marjolein Lips-Wiersma. 2012

187 citations recorded by the source corpus.

Subfields: Demography, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/61d848120e967d02d19ee07a3f8921189ad81bd5

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Demography

1. H. Leroy
2. Rolf van Dick
3. Martin Hoegl
4. W. Gardner
5. I. Berkovich
6. M. Knoll
7. Luc Sels
8. Susanne Braun

In Organizational Behavior and Human Resource Management

1. H. Leroy
2. M. Knoll
3. Frederick Anseel
4. Luc Sels
5. Martin Hoegl
6. M. Weiss
7. Stefan Razinskas
8. Julia Backmann

Citations in the corpus

• Authentic Leadership, Authentic Followership, Basic Need Satisfaction, and Work Role Performance (2015, background): “Thus, in contrast to the leader-centric focus that pervades much of the research into authentic leadership (Algera & Lips-Wiersma, 2012) and leadership in general (Meindl, 1990; Shamir, 2007), our perspective considers the role that both the leader and the follower can play in fostering follower…”
• Paradoxes of authentic leadership: Leader identity struggles (2014, background): “…assumption that there is an essential ‘true self’ and that acting according to this ‘real self’ will lead to good, or morally superior, leadership that delivers positive organisational outcomes (see also Algera and Lips-Wiersma, 2012; Ford and Harding, 2011; Ladkin and Taylor, 2010; Shaw, 2010).”
• Authenticity, employee silence, prohibitive voice, and the moderating effect of organizational identification (2013, background): “First, in personality and leadership research, there is an ongoing debate regarding the contents and boundaries of the authenticity construct (e.g. Algera & Lips-Wiersma, 2012; Gardner et al., 2011).”
• Between Person and Person: Dialogical Pedagogy in Authentic Leadership Development (2014, background): “Authentic leadership theory suggests that aspiring leaders must first have a fully developed self-concept as whole and authentic individuals (Algera & Lips-Wiersma, 2012) before assuming leadership roles.”
• Authentic leadership and leaders' mental well-being: An experience sampling study (2017, background): “Moreover the focus of our study is on the individual leader, as compared to the focus on organizational members in their entirety advocated by the existential perspective (Algera & Lips-Wiersma, 2012).”
• Reviewing Leadership Styles: Overlaps and the Need for a New ‘Full‐Range’ Theory (2017, unknown): “Others argue that authenticity is not intrinsically ethical (Algera and Lips-Wiersma 2012; Cooper et al. 2005).”