Enacting the ‘true self’: Towards a theory of embodied authentic leadership

By D. Ladkin, Steven S. Taylor. 2010

371 citations recorded by the source corpus.

Subfields: Experimental and Cognitive Psychology, Organizational Behavior and Human Resource Management, Visual Arts and Performing Arts

View Paper: https://www.semanticscholar.org/paper/deae112f8109249f7e542e8854069f696bfb5bc3

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In Experimental and Cognitive Psychology

In Organizational Behavior and Human Resource Management

In Visual Arts and Performing Arts

Citations in the corpus

Between Person and Person: Dialogical Pedagogy in Authentic Leadership Development (2014, background): “Ladkin and Taylor (2010) adopted elements of the performing art of dramaturgy to theorize the enactment of authentic leadership.”
Servant Leadership: A Review and Synthesis (2011, background): “Although authentic leadership development theory (Avolio & Gardener, 2005) is positioned as a broad and comprehensive theory, the core aspect of authentic leadership is that leadership is an expression of the “true self” (Ladkin & Taylor, 2010).”
Authentic Leadership: An Empirical Test of Its Antecedents, Consequences, and Mediating Mechanisms (2011, background): “…of studies point to the importance of leaders expressing their vulnerabilities in order to more fully engage with and establish trust from followers’’ (Ladkin and Taylor 2010, p. 71) it may be wise to include the aspect of the leader’s handling of his/her vulnerabilities or weaknesses in future…”
The impossibility of the ‘true self’ of authentic leadership (2011, background): “The latest of these models, authentic leadership (AL), is the subject of increasing interest on both sides of the Atlantic, both in research projects undertaken and training courses offered (Ladkin and Taylor, 2010; Shaw, 2010; Sinclair, 2007).”
Paradoxes of authentic leadership: Leader identity struggles (2014, background): “…leadership literature is thus based on the idea that one should act according to an essential true self and that this true self is morally good (Avolio et al., 2004; Ilies et al., 2005; Ladkin and Taylor, 2010; Luthans and Avolio, 2003; Michie and Gooty, 2005; Walumbwa et al., 2008, 2010).”
Authentic leadership, creativity, and innovation: A multilevel perspective (2013, background): “…leadership research points out a dilemma whether authentic leaders are genuinely authentic if they perceive themselves to be, or if they are perceived as such by others (e.g. Cooper, Scandura, & Schriesheim, 2005; Harvey, Martinko, & Gardner, 2006; Toor & Ofori, 2008; Ladkin & Taylor, 2010).”
The emotional link: Leadership and the role of implicit and explicit emotional contagion processes across multiple organizational levels (2015, background): “Authentic leadership theory, (Avoilio & Gardner, 2005; Ladkin & Taylor, 2010) for instance, may be further strengthened by the knowledge that effective influence attempts are first and foremost forged at the neurological level.”
Authentic leadership, employees’ job satisfaction, and work engagement: a hierarchical linear modelling approach (2014, background): “Internal connection with one’s true self is achieved by individuals delving into their own personality by recalling the important events in their life and their reactions and emotions of that time (Ladkin & Taylor, 2010).”