Why Should Anyone Be Led by You?: What It Takes to Be an Authentic Leader

By R. Goffee, Gareth R. Jones. 2006

151 citations recorded by the source corpus.

How researchers see this paper

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Leading Organizational Learning Through Authentic Dialogue (2008, background): “However, denying mistakes or distorting personal weaknesses can be just as disastrous for the company (George, 2003; Goffee and Jones, 2006).”
The impossibility of the ‘true self’ of authentic leadership (2011, background): “…followers associate authenticity with sincerity, honesty and integrity, but leaders can control how others see them through (a) being consistent in words and deeds, for to be inconsistent is to be inauthentic, and (b) presenting different faces to different audiences (Goffee and Jones, 2005, 2006).”
Conceptualising followership – a review of the literature (2011, background): “…world and that a number of recent books and articles on leadership are now devoting attention to the topic (Alio, 2009; Dubrin et al., 2006; Goffee and Jones, 2006; Corresponding author: Dr Joanna Crossman, Room EM4–32, City West Campus, Elton Mayo Building, North Terrace, Adelaide, South…”
Strengths coaching with leaders (2009, methodology): “Essentially, as argued by Goffee and Jones (2006), leaders need to be excellent at situation sensing, knowing what is the right thing to do and when, a key part of which is ensuring the active calibration of their strengths.”