Authenticity and its influence on psychological well‐being and contingent self‐esteem of leaders in Singapore construction sector

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Authentic leadership extends beyond work: A multilevel model of work-family conflict and enrichment (2017, methodology): “Beyond previous studies (Ilies et al., 2005; Toor & Ofori, 2009; ten Brummelhuis et al., 2014), our results suggest that attention must be paid to leaders’ difficulties at the work-family interface (O’Neill et al., 2009).”
Leader and follower attachment styles: Implications for authentic leader–follower relationships (2014, background): “AL has also been shown to be negatively associated with undesirable outcomes (e.g., contingent leader self-esteem, Toor & Ofori, 2009; follower burnout, Wong & Cummings, 2009).”
Authenticity, employee silence, prohibitive voice, and the moderating effect of organizational identification (2013, background): “Results from the two studies support the previous research by highlighting the positive contributions of authentic functioning within organizational contexts (e.g. Gardner, Cogliser, Davis, & Dickens, 2011; Leroy et al., 2013; Toor & Ofori, 2009).”
Authenticity at Work: Development and Validation of an Individual Authenticity Measure at Work (2013, background): “2010; Lopez and Rice 2006; Neff and Suizzo 2006), and wellbeing (Ménard and Brunet 2011; Toor and Ofori 2009).”