Authentic Leadership Perception, Trust in the Leader, and Followers’ Emotions in Organizational Change Processes

By Laida Agote, Nekane Aramburu, Rune Lines. 2016

182 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/9d8454a3d9a2e7f01c032317e4a93781c725aecb

How researchers see this paper

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

In Organizational Behavior and Human Resource Management

1. Yair Berson
2. Shaul Oreg
3. G. Niazi
4. Haroon Bakari
5. Ahmed Imran Hunjra
6. A. Armenakis
7. Natalia M. Lorinkova
8. S. Perry

In Social Psychology

1. Yair Berson
2. Shaul Oreg
3. A. Armenakis
4. S. Perry
5. Natalia M. Lorinkova
6. N. Jimmieson
7. D. Bouckenooghe
8. P. Simões

In Strategy and Management

1. Shaul Oreg
2. G. Niazi
3. Haroon Bakari
4. Yair Berson
5. Ahmed Imran Hunjra

Citations in the corpus

• How Does Authentic Leadership Influence Planned Organizational Change? The Role of Employees’ Perceptions: Integration of Theory of Planned Behavior and Lewin's Three Step Model (2017, result): “…is, 73%, was better in comparison to other studies during organizational change in general and from the perspectives of Pakistan in particular where surveys are uncommon and people are reluctant to participate in sensitive issues (Agote et al., 2016; Kalyal et al., 2010; Laschinger et al., 2016).”
• Leaders’ Impact on Organizational Change: Bridging Theoretical and Methodological Chasms (2019, background): “In the study of authentic leadership (Agote et al., 2016), the authors focused on perceptions of leadership behaviors at the individual level, rather than aggregating to the leader level, thus providing only limited insights about the impact of authentic leaders’ actual behaviors.”