The High Impact Leader: Moments Matter in Accelerating Authentic Leadership Development

By Bruce J. Avolio, Fred Luthans. 2008

254 citations recorded by the source corpus.

During times of dramatic change, most people look to their leaders for comfort and direction. It is at these times that strong leaders are most needed. "High Impact Leadership" shows readers how they can accelerate leadership development. Luthans and Avolio show anyone in a leadership capacity how they can determine what they can do really well and what they don't do really well, and how to capitalise on both. They show how authentic leadership can unleash the talents of individuals and translate them into collective strength.

Subfields: Social Psychology

View Paper: https://www.semanticscholar.org/paper/ae739501251be7155ccd12d31a9e1251d2e8df78

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In Social Psychology

Citations in the corpus

Authentic Leadership and Positive Psychological Capital (2009, background): “Authentic leadership, as proposed by Luthans and Avolio (2003), and further developed by Gardner et al. (2005) and Avolio and Luthans (2006), is a process by which leaders are deeply aware of how they think and behave, of the context in which they operate, and are perceived by others as being aware…”
Psychological ownership: theoretical extensions, measurement and relation to work outcomes (2009, background): “…have on psychological ownership, the recent work on leadership development in general, and authentic leadership development in particular (e.g., see Avolio & Luthans, 2006; Gardner, Avolio, Luthans, May, & Walumbwa, 2005), would seem to have significant practical implications for psychological…”
Emerging Positive Organizational Behavior (2007, methodology): “Realistic, flexible optimism simultaneously allows recognition of positive achievements in oneself and others and accountability and acceptance of responsibility for challenges and difficult situations.”
Estimating return on leadership development investment (2010, background): “Systematic investigations of leadership development interventions are rare in the literature as are theories of leadership development (Avolio & Luthans, 2006).”
: Authentically leading groups: The mediating role of collective psychological capital and trust (2011, background): “Previous conceptual work has emphasized the role of authentic leaders in creating such psychological capital in themselves and their followers (e.g., Avolio & Luthans, 2006; Luthans & Avolio, 2003).”
Collective psychological capital: Linking shared leadership, organizational commitment, and creativity (2018, background): “According to Avolio and Luthans (2006), positive PsyCap can be viewed as answering the questions: “Who are you?””
The mediating role of psychological capital in the supportive organizational climate—employee performance relationship (2008, background): “Very simply, PsyCap can be viewed as " who you are " and " what you can become in terms of positive development " (Avolio & Luthans, 2006) and is differentiated from human capital ( " what you know " ), social capital ( " who you know " ), and financial capital ( " what you have " ) (Luthans et…”
Entrepreneurs as authentic leaders: impact on employees' attitudes (2006, background): “As described, an authentic leader creates a future-oriented, moral, follower-building organization (Avolio et al., 2004; Avolio and Luthans, 2006; Luthans and Avolio, 2003).”
The Implications of Positive Psychological Capital on Employee Absenteeism (2006, background): “The term “state-like” is intentionally used by Avolio and Luthans (2006) as they recommend moving away from the state vs. trait dichotomy and discuss states and traits as a continuum. Empirical and conceptual support for PsyCap as state-like suggests it is not as situational as emotions or moods, bu”
Leadership: current theories, research, and future directions. (2009, background): “…quantitative review of the leadership intervention (i.e., studies where a researcher overtly manipulated leadership to examine its impact on some specific intermediate process variables or outcomes) literature was undertaken (see Avolio & Lu- thans 2006, Avolio et al. 2009, Reichard & Avolio 2005).”
Impact of authentic leadership on performance: Role of followers' positive psychological capital and relational processes (2014, background): “The primary contribution of this research is uncovering an important contingency for the performance effect of AL, and thereby empirically supporting and advancing the original theoretical integration of AL and PsyCap (see Avolio & Luthans, 2006; Luthans & Avolio, 2003).”
Antecedents of academic performance of university students: academic engagement and psychological capital resources (2019, unknown): “PsyCap can be simply viewed as ‘‘who you are’’ and ‘‘what you can become in terms of positive development’’ (Avolio & Luthans, 2006) .”