The Authentic Leadership Inventory (ALI): Development and empirical tests

By L. Neider, C. Schriesheim. 2011

476 citations recorded by the source corpus.

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

View Paper: https://www.semanticscholar.org/paper/726827a399682dfd57afa2e94c206545e651c6cf

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Citations in the corpus

Authentic and transformational leadership and innovative work behaviour: the moderating role of psychological empowerment (2020, methodology): “Authentic leaders have a well-developed dimension of self-awareness and thereby learn from themselves and use this for the progress EJIM 24,3 680 of their followers (Neider and Schriesheim, 2011).”
The antecedents and consequences of positive organizational behavior: The role of psychological capital for promoting employee well-being in sport organizations (2019, methodology): “The final instrument contained 14 items measuring authentic leadership (Neider & Schriesheim, 2011), 10 items measuring meaningful work (Steger, Dik, & Duffy, 2012), 10 items measuring supportive organizational climate (Rogg, Schmidt, Shull, & Schmitt, 2001), 24 items measuring psychological…”
Authentic Leadership and Employee Well-Being: The Mediating Role of Attachment Insecurity (2015, methodology): “We used the 16-item Authentic Leadership inventory (ALI) developed and validated by Neider and Schriesheim (2011) to measure authentic leadership.”
Reviewing Leadership Styles: Overlaps and the Need for a New ‘Full‐Range’ Theory (2017, unknown): “We note, however, that, although we see a high degree of overlap between authentic and transformational leadership, there is at least initial empirical research suggesting that authentic leadership can be distinguished using confirmatory factor analyses (Neider and Schriesheim 2011; Walumbwa et al. ”
Leadership and work engagement: Exploring explanatory mechanisms (2020, background): “Authentic leadership has four dimensions, that is, self-awareness, balanced processing of information, relational transparency toward followers, and internalized moral perspective (Neider and Schriesheim, 2011).”
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): “We thereby replicated previous findings by using a different, more recent measure of authentic leadership (ALI; Neider and Schriesheim, 2011), and added bulk to previous studies that found support for its positive influence on beneficial individual outcomes (e.g. Walumbwa et al., 2008, 2010).”
Leadership behavior and employee well-being: An integrated review and a future research agenda (2018, unknown): “Leadership behaviors not captured by the DeRue et al. (2011) classification included ethical leadership (Brown, Treviño, & Harrison, 2005) and authentic leadership (e.g., Neider & Schriesheim, 2011).”
A 25-year perspective on levels of analysis in leadership research (2014, background): “…not necessarily have to be moral or fair (Shamir & Eilam, 2005; Sparrowe, 2005), while others argue there is a moral component to authentic leadership (see Avolio & Gardner, 2005; Brown, Treviño, & Harrison, 2005; Neider & Schriesheim, 2011; Walumbwa, Avolio, Gardner, Wernsing, & Peterson, 2008).”
Do Ethical, Authentic, and Servant Leadership Explain Variance Above and Beyond Transformational Leadership? A Meta-Analysis (2018, background): “Researchers have found engagement and job satisfaction to be positively associated with authentic leadership (Neider & Schriesheim, 2011; Wong, Laschinger, & Cummings, 2010), ethical leadership (Den Hartog & Belschak, 2012; Neubert, Carlson, Kacmar, Roberts, & Chonko, 2009), and servant leadership…”