Unleashing Individual Potential

By W. Gardner, J. Schermerhorn. 2004

224 citations recorded by the source corpus.

Subfields: Demography, Sociology and Political Science

View Paper: https://www.semanticscholar.org/paper/724aa0fb639895099c9aa7e3d700bb0c556f0fe6

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Citations in the corpus

Authentic leadership, employees’ job satisfaction, and work engagement: a hierarchical linear modelling approach (2014, background): “…psychological capital in their followers by increasing followers’ self-confidence, creating hope, establishing trust (Ilies et al., 2005), enhancing resiliency, and raising the level of optimism (Avolio et al., 2004; Avolio & Gardner, 2005; Gardner & Schermerhorn, 2004; Gardner et al., 2005).”
How Authentic Leadership Influences Team Performance: The Mediating Role of Team Reflexivity (2017, background): “…Černe et al., 2013; ClappSmith et al., 2009; Rego et al., 2014; Rego et al., 2013) has typically adopted a positive organizational behavior lens to explain how authentic leaders facilitate the development of 4 collective interpersonal processes (Gardner & Schermerhorn, 2004; Luthans, 2002).”
Paradoxes of authentic leadership: Leader identity struggles (2014, background): “…evident in practitioner-oriented journals, in which managers and leaders are urged to be ‘authentic,’ ‘real’ and ‘true to yourself’ in order to be ‘good’ leaders that deliver bottom-line results (Gardner and Schermerhorn, 2004; George et al., 2007: 129; Goffee and Jones, 2005: 1; Luthans, 2002).”
Authentic leadership, creativity, and innovation: A multilevel perspective (2013, background): “Since the leader – follower relation is one of the main elements of the authentic leadership construct (Gardner et al., 2005), it is essential to collect information about a leader’s authenticity both from leaders as well as from followers.”
Personality and Leadership Developmental Levels as predictors of leader performance (2009, unknown): “…behaviors, improved work performance, pursuit of more challenging goals, goal attainment, perseverance, greater resistance to stress, and value of progress (Bass, 1990; Gardner & Schermerhorn, 2004; Hogan, Curphy, & Hogan, 1994; Hughes, Ginnett, & Curphy, 1993; Luthans & Avolio, 2003; Yukl, 1989).”
Radical Authentic Leadership: Co-creating the conditions under which all members of the organization can be authentic (2012, background): “Ethical challenges as well as increased employee anxiety, mistrust and lack of meaning (W. L. Gardner & Schermerhorn, 2004) collectively “call for a renewed focus on what constitutes genuine leadership” (Avolio & Gardner, 2005, p. 316).”
Authentic Leadership and Follower Development (2011, background): “It is not enough to lead by example; authentic leaders must also foster the development of followers (Avolio & Luthans, 2006; Gardner & Schermerhorn, 2004).”
Congruence of leader self-perceptions and follower perceptions of authentic leadership: Understanding what authentic leadership is and how it enhances employees’ job satisfaction (2014, background): “…positive psychological capital within the followers: increase followers’ self-confidence, create hope, establish trust (Ilies et al., 2005), enhance resiliency and raise the level of optimism (Avolio et al., 2004; Avolio and Gardner, 2005; Gardner and Schermerhorn, 2004; Woolley et al., 2011).”