Self‐knowledge, capacity and sensitivity: Prerequisites to authentic leadership by school principals

By P. Begley. 2006

203 citations recorded by the source corpus.

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Authentic leadership, employees’ job satisfaction, and work engagement: a hierarchical linear modelling approach (2014, background): “Individuals with higher levels of self-regulation manage their own behaviour so it matches with moral standards (Begley, 2006; May, Hodges, Chan, & Avolio, 2003; Novicevic et al., 2006).”
Social Emotional Learning in Schools: The Importance of Educator Competence (2021, background): “…skills—exposes and questions personal preferences and implicit knowledge (Yang, 2003), targets and manages work stress, and expertly negotiates challenges, then their sensitivity to others’ beliefs and values (Barling et al., 2000; Begley, 2006) heightens an aptitude for making ethical decisions.”
Ethical School Leadership (2007, unknown): “As argued by Begley (2006), authentic leadership is therefore grounded in the understanding or interpretation of observed or experienced valuation processes as well in ethical decision-making processes.”
Congruence of leader self-perceptions and follower perceptions of authentic leadership: Understanding what authentic leadership is and how it enhances employees’ job satisfaction (2014, background): “Individuals possessing high levels of moral perspective direct their own behaviour to match with moral standards (Begley, 2006; May et al., 2003; Novicevic et al., 2006).”