Is Being Authentic Being Fair? Multilevel Examination of Authentic Leadership, Justice, and Employee Outcomes
By Christa Kiersch, Zinta S. Byrne. 2015
87 citations recorded by the source corpus.
Subfields: Demography, Organizational Behavior and Human Resource Management
View Paper: https://www.semanticscholar.org/paper/f400c2120454ff1ebd45ca8ea69145d9d0cf0f29
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In Demography
In Organizational Behavior and Human Resource Management
Citations in the corpus
- Leadership behavior and employee well-being: An integrated review and a future research agenda (2018, background): “…(empowerment leadership assessed by the leader of a work group: Tuckey et al., 2012) or mediators measured through grouplevel perspectives (work group identification as a mediator: Hobman, Jackson, Jimmieson, & Martin, 2011: group-level justice perceptions as a mediator: Kiersch & Byrne, 2015).”
- Servant Versus Authentic Leadership (2017, background): “…Avolio, Luthans, May, and Walumbwa (2005) and Avolio and Luthans (2006), authentic leadership has become a popular and important leadership construct in the past decade (Gill & Caza, in press) in response to corporate corruption and CEO scandals (Avolio & Gardner, 2005; Kiersch & Byrne, 2015).”
- How Does Authentic Leadership Influence Planned Organizational Change? The Role of Employees’ Perceptions: Integration of Theory of Planned Behavior and Lewin's Three Step Model (2017, methodology): “…sector hospitals were selected for this study as first, health sector is considered the most relevant context for authentic leadership (Islam, 2002; Kiersch & Byrne, 2015); Second, unionized organizations are more responsive to organizational change (Brown & Cregan, 2008); third, there were also…”