Authentic leadership and positive organizational behavior: A meso, multi-level perspective

By Francis J. Yammarino, Shelley D. Dionne, C. Schriesheim, F. Dansereau. 2008

253 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/9c9766228bd3b8f4d4ccc624551063472e167078

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In Organizational Behavior and Human Resource Management

In Social Psychology

In Strategy and Management

Citations in the corpus

Psychological Capital: An Evidence-Based Positive Approach (2017, background): “…substantial conceptual (Avolio & Gardner 2005) and empirical support (Walumbwa et al. 2008), but there is plenty of room for future research to further explore the characteristics, boundary conditions, and cross-level linkages of authentic leadership (Banks et al. 2016, Yammarino et al. 2008).”
Authentic leadership promoting employees' psychological capital and creativity (2012, background): “The study seeks to contribute to enriching a research stream that is in an early stage of development and to a literature that is still short on empirical studies (Walumbwa et al., 2008; Yammarino et al., 2008).”
Authentic leadership, creativity, and innovation: A multilevel perspective (2013, background): “Since one of important characteristics of authentic leadership is empowerment of followers, it can also be classified as one of the delegative-participative leadership styles (Yammarino et al., 2008).”
Effects of trust and psychological contract violation on authentic leadership and organizational deviance (2013, background): “Although authentic leadership has had considerable intuitive (George, 2003) and theoretical support (Yammarino et al., 2008), to date, little empirical research has been conducted in order to better understand the mechanisms by which authentic leaders exert their influence on effective behaviors (Wa”
A dynamic theory of leadership development (2009, background): “Scholars (Luthans and Avolio, 2003; Gardner et al, 2005; Yammarino et al, 2008) who argue for the need to develop authentic leadership, Liedtka (2008), for example, call for a search for authenticity by looking internally (Hernandez, 2008; Hardt, 1993) rather than externally as logical,…”
Authentic Leadership: An Empirical Test of Its Antecedents, Consequences, and Mediating Mechanisms (2011, methodology): “important desired outcomes at the group-level (e.g., Gardner et al. 2005; Yammarino et al. 2008) empirical research on the relation between authentic leadership and group-level outcomes is still largely lacking.”
Positive organizational psychology, behavior, and scholarship: A review of the emerging literature and evidence base (2010, background): “Authentic leadership promotes various POBs, which in turn enhance organizational performance (Yammarino, Dionne, Schriesheim, & Dansereau, 2008 ).”