Authentic Leadership: A Historical Perspective

By Milorad M. Novicevic, Michael G. Harvey, M. Ronald, Jo Ann Brown-Radford. 2006

180 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Social Psychology

View Paper: https://www.semanticscholar.org/paper/c06e682dddebd364577b595cd88e90ff10728e6c

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In Organizational Behavior and Human Resource Management

In Social Psychology

Citations in the corpus

Authentic leadership and teachers’ voice behaviour: The mediating role of psychological empowerment and moderating role of interpersonal trust (2020, background): “The Chinese expect leaders to possess integrity and honesty, be true to themselves and others, match their words with deeds, and reveal a strong moral basis; this is the basis of authentic leadership (Feng, 2016; Novicevic et al., 2006).”
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).”
Adolescent Leadership Development (2009, background): “Leaders who are able to establish a long-term pattern of making the morally right decision on behalf of an organization are those with a deep personal conviction (Barnard, 1938; Novicevic et al., 2005, 2006; Prilleltensky, 2000).”
Leading Organizational Learning Through Authentic Dialogue (2008, background): “As such, authentic leaders, possessing self-regulatory capabilities will say what they mean and mean what they say, thereby managing tensions and confronting conflicts between their personal values and organizational responsibilities (Novicevic et al., 2006).”
The Emerging Significance of Values Based Leadership: A Literature Review (2014, unknown): “Tragedy of executive leadership is described by Novicevic et al. when executive leadership morally disengages exhibits compromising actions. Leaders who fall into the tragic spectrum tend to be narcissistic, proceed in denial, and fail to take personal responsibility for their actions. The last and ”
Authentic leadership: development of a new three pillar model (2015, methodology): “Following an extensive literature review, a new, four-factor theoretical model of authentic leadership was developed based on Novicevic et al.’s (2006) conceptualisation which differentiated between the psychological components of self-awareness and subsequent self-regulation and the philosophical c”
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).”