The Ethics of Authentic Transformational Leadership

By Terry L. Price. 2003

265 citations recorded by the source corpus.

Subfields: Demography, Information Systems and Management, Social Psychology

View Paper: https://www.semanticscholar.org/paper/82e1862acc8b35b55997f6a7a7f14e6fbe6985bd

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. Deborah M. Wharff
2. Eric B. Dent
3. M. Higgins
4. W. Gardner
5. Mark Kriger
6. L. Fry
7. A. Pekerti
8. David Bauman

In Information Systems and Management

1. Leo C. E. Huberts
2. K. Lasthuizen
3. A. Pekerti
4. Sheldene Simola
5. A. Christie
6. Mark J. Martinko
7. Mark Kriger
8. Sen Sendjaya

In Social Psychology

1. Paul Harvey
2. Mark J. Martinko
3. Sen Sendjaya
4. Sheldene Simola
5. K. Lasthuizen
6. M. Ronald
7. Jo Ann Brown-Radford
8. Leo C. E. Huberts

Citations in the corpus

• A study of the impact of three leadership styles on integrity violations committed by police officers (2007, background): “Managers serve as role models for employees (Bass and Steidlmeier, 1999; Ciulla, 1998; Dickson et al., 2001; Ford and Richardson, 1994; Fulmer, 2004; Gini, 2004; Lewis, 1991; Price, 2003; Zhu et al., 2004) and lead by the example they set.”
• Leadership and the three faces of integrity (2013, background): “The authentic transformational leader is also altruistic and seeks to help others (Price, 2003).”
• Transformational leadership and leader moral orientation: Contrasting an ethic of justice and an ethic of care (2010, result): “This sense of interconnection also involves being true to both self and others (Price, 2003) in a way that is consistent with a care approach.”
• Spirituality and Leadership: An Empirical Review of Definitions, Distinctions, and Embedded Assumptions (2005, background): “Similarly, Price (2003) argues that the pseudo-transformational leader embraces perverse values such as favoritism, victimization, and dependency of followers rather than empowerment.”
• Pseudo-Transformational Leadership: Towards the Development and Test of a Model (2008, background): “Drawing on literature on romantic relationships, Tepper (2000) describes abusive supervision as non-physically aggressive behaviors enacted by a supervisor (e.”
• Ethical leadership at work questionnaire (ELW): Development and validation of a multidimensional measure (2011, unknown): “However, Price (2003) argues that transformational leaders can also behave unethically.”
• Scale Development and Construct Clarification of Servant Leadership (2006, unknown): “…(Bar-Tal, 1976; Brief & Motowidlo, 1986; Eisenburg, 1982), altruism (Avolio & Locke, 2002; Grier & Burke, 1992; Kanungo & Conger, 1993; Krebs & Miller, 1985), spiritual leadership (Fry, 2003), authentic leadership (Price, 2003), and stewardship (Block, 1996; Davis, Schoorman, & Donaldson, 1997).”
• Promoting Authentic Behavior in Organizations: An Attributional Perspective (2006, background): “Authentic leadership has received a heightened level of research attention since the well-publicized ethical failings of several leaders were blamed for the collapse of giant companies such as Enron, WorldCom, and ArthurAndersen (e.g., Avolio et al., 2004; Gardner et al., 2005; Gardner & Schermerhor”