Authentic leadership and the narrative self

By Raymond T. Sparrowe. 2005

433 citations recorded by the source corpus.

Subfields: Information Systems and Management, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/9eea3f599cfec36659948c38929bea2aa5927f72

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In Information Systems and Management

In Organizational Behavior and Human Resource Management

Citations in the corpus

How Does Leader Humility Influence Team Performance? Exploring the Mechanisms of Contagion and Collective Promotion Focus (2016, positive): “In fact, this finding of hypoc-risy flowing from charismatic leadership may have partly motivated the growth of values-based leadership, or leadership that is aligned with the “ authentic, true self ” (Gardner, Avolio, Luthans, May, & Walumbwa, 2005: 344; Sparrowe, 2005).”
Emerging Positive Organizational Behavior (2007, background): “However, a leader’s authenticity and ability to exhibit self-transcendent behaviors are also deeply rooted in self-awareness, person-role congruence, and self-concordant goals and the ability to authentically articulate such a perspective in ways that are inspiring and constructive to oneself and ot”
Paradoxes of authentic leadership: Leader identity struggles (2014, background): “It is quite difficult to construct a true self in a socially varying, relational and dynamic workplace—an imperfect world—that calls for a variety of different roles and acts that do not necessarily overlap any notion of true self (Shotter and Gergen, 1989).”
Psychological capital and authentic leadership: Measurement, gender, and cultural extension (2010, background): “Some have argued for a narrow definition, one that requires nothing more than self-consistency and is therefore implicitly value-neutral, as it allows for one to be authentic to good, bad, or indifferent morals ( Sparrowe, 2005”
Authentic leadership, employees’ job satisfaction, and work engagement: a hierarchical linear modelling approach (2014, background): “Leadership is moral only if an individual’s internalised values are moral (George, 2007), or if they are perceived as such by others (Sparrowe, 2005).”
Positive leadership psychology: Authentic and servant leadership in higher education in Pakistan (2020, background): “The authenticity of leadership in contemporary research refers to the nature of self-aware individuals practicing higher moral leadership (Sparrowe 2005).”
. (2005, background): “As previously indicated, however, other authors, including Cooper et al. (2005), Shamir and Eilam (2005), and Sparrowe (2005) in this special issue, have expressed concerns about defining authentic leadership as encompassing these positive psychological resources.”
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): “Sparrowe (2005) opposes the self-ascribed view and highlights the need to assess a manager’s authenticity from multiple sources.”
Leadership: current theories, research, and future directions. (2009, background): “At the same time, several scholars (e.g., Cooper et al. 2005, Sparrowe 2005) expressed concerns with Luthans & Avolio’s initial definition of authentic leadership.”
Authentic Leadership: An Empirical Test of Its Antecedents, Consequences, and Mediating Mechanisms (2011, background): “Furthermore, the results of Study 1 are in concordance with the position that followers evaluate leaders in terms of the consistency with which leaders behave in ways that are consonant with their core values or guiding purposes (Sparrowe 2005).”
Ethical Leader Behavior and Big Five Factors of Personality (2011, background): “, 2003); however, others do not see ethics as a necessary component of authentic leadership (e.g., Shamir and Eilam, 2005; Sparrowe, 2005).”
Authentic leadership, creativity, and innovation: A multilevel perspective (2013, background): “Sparrowe (2005) opposes this and exposes the need to assess a leader’s authenticity from multiple sources.”
Reviewing Leadership Styles: Overlaps and the Need for a New ‘Full‐Range’ Theory (2017, neutral): “Walumbwa et al. (2008) explicitly state that their incorporation of ethics means that it automatically excludes narcissistic leaders, but Sparrowe (2005) argues that ‘because ‘to thine own self be true’ looks inward before recognizing others, its basic orientation is narcissism’ (p. 424).”
Promoting Authentic Behavior in Organizations: An Attributional Perspective (2006, neutral): “One construct that has emerged as a result of these efforts is authentic leadership (e.g., Avolio, Gardner, Walumbwa, Luthans, & May, 2004; Bass & Steidlmeier, 1999; Gardner, Avolio, Luthans, May, & Walumbwa, 2005; Gardner & Schermerhorn, 2004; Luthans & Avolio, 2003; May, Hodges, Chan, & Avolio, 20”
Authentic Leadership: Development and Validation of a Theory-Based Measure† (2008, methodology): “Initial content specifications were developed based on (a) an extensive review of the literature on authentic leadership theory and development (Avolio et al., 2004; Avolio & Gardner, 2005; Avolio & Walumbwa, 2006; Gardner, Avolio, Luthans, et al., 2005; Gardner, Avolio, & Walumbwa, 2005; Ilies et a”