Unlocking the mask: a look at the process by which authentic leaders impact follower attitudes and behaviors

By Bruce J. Avolio, W. Gardner, Fred Walumbwa, Fred Luthans, Douglas R. May. 2004

2,280 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Social Psychology

View Paper: https://www.semanticscholar.org/paper/a46e4f19281a044097ecec861335af9f0c273f6a

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In Organizational Behavior and Human Resource Management

In Social Psychology

Citations in the corpus

The effects of transformational and change leadership on employees' commitment to a change: a multilevel study. (2008, result): “This supposition is consistent with recent research in the area of authentic leadership ( Avolio, Gardner, Walumbwa, Luthans, & May, in press ).”
How Ethical Leadership Shapes Employees’ Job Performance: The Mediating Roles of Goal Congruence and Psychological Capital (2014, background): “Leaders play a central role in shaping employees’ positive psychological states and behavior (Avolio et al. 2004; Howell and Hall-Merenda 1995), mainly because of their unique position as role models in dispersing cues and crucial information about effective behavior (Bandura 1986; Salancik and Pfef”
Prozac leadership and the limits of positive thinking (2012, background): “In particular, ‘authentic leadership’ theory (AL) is now established as a primary mainstream research theme (e.g. Avolio and Reichard, 2008; Avolio et al., 2004; Gardner et al., 2005a and 2005b; Gardner et al., 2011; Luthans and Avolio, 2003).”
Authentic leadership and organizational commitment: the mediating role of positive psychological capital (2016, background): “However, the results suggest the rejection of the hypothesis that authentic leadership positively influences resilience (H2c), which goes against some authors, who reported that authentic leadership influenced resilience, and consequently positively influenced performance and organizational commitme”
Enacting the ‘true self’: Towards a theory of embodied authentic leadership (2010, background): “Following from this, most authors see self awareness as a key component of authenticity (Lord & Hall, 2005; Avolio et al., 2004; Silvia & Duval, 2001).”
Leadership, climate, psychological capital, commitment, and wellbeing in a non‐profit organization (2010, background): “Subsequent positive organizational behaviour (POB) theory building and research have focused on psychological capital and its relationship to leadership ( Avolio et al. , 2004”
A perfect match: decoding employee engagement – Part I: Engaging cultures and leaders (2008, background): “Recent research on the relationship between leadership and engagement (see Avolio et al. , 2004”