Only human: Exploring the nature of weakness in authentic leadership

By M. Diddams, Glenna C. Chang. 2012

119 citations recorded by the source corpus.

Subfields: Clinical Psychology, Social Psychology, Sociology and Political Science

View Paper: https://www.semanticscholar.org/paper/7401214ddf4204be4d65e10693cdaacd4d52e501

How researchers see this paper

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

In Clinical Psychology

1. Susana Leal
2. Bradley P. Owens
3. Arménio Rego
4. Gordon Wang
5. Miguel Pina e Cunha
6. Rick D. Hackett

In Social Psychology

1. Arménio Rego
2. Miguel Pina e Cunha
3. Susana Leal
4. Lurdes Gonçalves
5. Gordon Wang
6. Rick D. Hackett
7. Paula Ribeiro
8. Ana I. Melo

In Sociology and Political Science

1. Bradley P. Owens
2. Arménio Rego
3. Gordon Wang
4. Miguel Pina e Cunha
5. Rick D. Hackett
6. Martin Eisend

Citations in the corpus

• Conceptualization and Measurement of Virtuous Leadership: Doing Well by Doing Good (2016, background): “Finally, authentic leadership may not encompass moral resources (Pless and Maak, 2011) and leave leaders unaware of their flaws (Diddams and Chang, 2012), while the potential dark sides of charismatic and transformational leadership are well known (cf. Conger and Kanungo, 1998).”
• How leader humility helps teams to be humbler, psychologically stronger, and more effective: a moderated mediation model (2017, background): “Thus, humility may be an antecedent of AL, and/or amoderator of the relationship between the components of AL and outcomes (Diddams & Chang, 2012).”