CoChat
Sign Up
Cited by 2,252Job Satisfaction and Organizational BehaviorEmployee Performance and LeadershipLeadership and Management in Organizations

Unlocking the mask: A look at the process by which authentic leaders impact follower attitudes and behaviors

Avolio, Bruce J., Gardner, William L., Walumbwa, Fred O., Luthans, Fred, May, Douglas R.·2004·The Leadership Quarterly
DOI 10.1016/j.leaqua.2004.09.003
Open this paper in CoChat — free account

Integrity signals

Registry

Crossref · 10.1016/j.leaqua.2004.09.003

Cites

12 of 12 references verified0 citation errors · 0 not checkable

Statistics

Recomputing p-values needs the paper’s full text.

Claims the paper makes

We couldn’t retrieve this paper’s full text, so its claims and self-check weren’t run. The registry and citation checks still apply.

Claims other papers make about this one

Each is checked against this paper’s own text: does it say what the citing paper says it does?

  • The hallmark of authentic leaders is their authentic and transparent expression, and action in concordance with their beliefs.

    “The hallmark of authentic leaders is their authentic and transparent expression, and action in concordance with their beliefs (Avolio et al., 2004).”

    From Taking Stock of Moral Approaches to Leadership: An Integrative Review of Ethical, Authentic, and Servant Leadership (2019) · cites this paper as Avolio et al., 2004

  • Authentic leaders know and value their 'real self' and express their 'real self' in personal actions and interpersonal interactions.

    “Authentic leaders know and value their ' real self ' , and express their ' real self ' in personal actions and interpersonal interactions (Avolio et al., 2004).”

    From The evolution of leadership: Past insights, present trends, and future directions (2025) · cites this paper as Avolio et al., 2004

  • Positive modeling of the components of authenticity is a primary mechanism whereby authentic leaders influence and develop their followers.

    “positive modeling of the various components of authenticity including self-awareness, self-regulatory processes, positive psychological states, and/or a positive moral perspective has been consistently identified as a primary mechanism whereby authentic leaders influence and develop their followers”

    From Authentic leadership development: Getting to the root of positive forms of leadership (2005) · cites this paper as Avolio, Gardner et al., 2004

  • Followers come to identify with authentic leaders and their values through personal and social identification processes.

    “Avolio, Gardner et al. (2004), Avolio, Luthans et al. (2004), Gardner et al. (2005), and Ilies et al. (2005) each describe personal and social identification processes whereby followers come to identify with authentic leaders and their values.”

    From Authentic leadership development: Getting to the root of positive forms of leadership (2005) · cites this paper as Avolio, Gardner et al., 2004

  • Followers come to identify with authentic leaders and their values through personal and social identification processes.

    “Avolio, Gardner et al. (2004), Avolio, Luthans et al. (2004), Gardner et al. (2005), and Ilies et al. (2005) each describe personal and social identification processes whereby followers come to identify with authentic leaders and their values.”

    From Authentic leadership development: Getting to the root of positive forms of leadership (2005) · cites this paper as Avolio, Luthans et al., 2004

Cites

Flagged first, then by citations

Cited by

Sorted by citations

Authors
Avolio, B. J., Gardner, W. L., Walumbwa, F. O., Luthans, F., & May, D. R.
Affiliations
University of Nebraska–Lincoln (US)
Corresponding author
Avolio, Bruce J.
ORCID
Venue
The Leadership Quarterly
Publisher
Elsevier BV
Published
2004-12
Volume
15
Issue
6
Pages
801-823
ISSN
1048-9843 (ISSN-L)
DOI
10.1016/j.leaqua.2004.09.003
OpenAlex
W2076779128
Cited by
2,252
References
12
Citations by year
2026: 71 · 2025: 104 · 2024: 127 · 2023: 172 · 2022: 169 · 2021: 171 · 2020: 174 · 2019: 141 · 2018: 141 · 2017: 128 · 2016: 132 · 2015: 122 · 2014: 111 · 2013: 112 · 2012: 93
FWCI
43.29
Type
journal article
Language
en
Open access
closed
Licence
Locations
  • The Leadership Quarterly (publishedVersion)
  • Lincoln (University of Nebraska) (submittedVersion)
Funders
University of Nebraska-Lincoln
Topics
  • Social Sciences › Business, Management and Accounting › Organizational Behavior and Human Resource Management › Job Satisfaction and Organizational Behavior
  • Social Sciences › Business, Management and Accounting › Organizational Behavior and Human Resource Management › Employee Performance and Leadership
  • Social Sciences › Business, Management and Accounting › Strategy and Management › Leadership and Management in Organizations
Keywords
authentic leadership, follower behavior, follower performance, trust, hope, emotions, identification, identity, positive organizational behavior

About these checks

Registry, retraction, Cites and statistics results are computed, not judged, with one exception: a printed reference that no index lists is read once by a model before it counts as a citation error. Claims are extracted by a model and kept only when their quote appears verbatim in the text; each cited source is then checked, with a model’s help, for whether it says what the claim relies on. Those verdicts can be wrong — read the claim’s quote and the cited source before relying on one.

Statistics and arithmetic are recomputed, not judged.

Confidence bands are shown only for fields calibrated on our annotated test set. None is calibrated yet, so no band is shown.

What counts as a claim ›How we measure confidence ›How we check this ›

Are you an author, or do you see a problem with this page? Request a review