Authentic leadership: A review of the literature and research agenda

By W. Gardner, Claudia Cogliser, Kelly M. Davis, Matthew Dickens. 2011

1,244 citations recorded by the source corpus.

Subfields: Demography, Organizational Behavior and Human Resource Management, Social Psychology

View Paper: https://www.semanticscholar.org/paper/eacbca53a678a1b49b7d96da8e56399612487506

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Demography

In Organizational Behavior and Human Resource Management

In Social Psychology

Citations in the corpus

An Investigation of Authentic Leadership’s Individual and Group Influences on Follower Responses (2018, methodology): “AL theory is maturing, moving beyond demonstrating the value of the construct to elaborating and clarifying its associated processes, and doing so requires clearer conceptualization and empirical rigor, particularly across levels of analysis (Cho & Dansereau, 2010; Gardner et al., 2011; Yammarino et”
Does supervisor-perceived authentic leadership influence employee work engagement through employee-perceived authentic leadership and employee trust? (2015, background): “experimental or longitudinal research designs (Gardner et al., 2011) to test these variables, as this would assist in making a sound and robust causal conclusion.”
Leader and follower attachment styles: Implications for authentic leader–follower relationships (2014, background): “As part of their review of the AL literature, Gardner et al. (2011) examined the nomological network of the construct.”
How Authentic Leadership Promotes Individual Creativity: The Mediating Role of Affective Commitment (2020, background): “This study answers the call for additional empirical research to examine more closely how AL influences employees’ responses, as well as to expand AL theory’s nomological network and assess this theory’s validity and stability across culturally diverse samples (Avolio & Mhatre, 2012; Gardner et al.,”
Authentic Leadership, Authentic Followership, Basic Need Satisfaction, and Work Role Performance (2015, background): “Third and finally, it seeks to address a gap in the extant authentic leadership literature that arises from a failure to consider the influence of the follower, and more specifically, authentic followership, on the assumed positive outcomes of authentic leadership (Algera & Lips-Wiersma, 2012; Avoli”
Authentic leadership and teachers’ voice behaviour: The mediating role of psychological empowerment and moderating role of interpersonal trust (2020, background): “Such leaders are more willing to seek teachers’ opinions and may even appreciate ideas that challenge their deeply entrenched positions (Gardner et al., 2011).”