The DOI matches its Crossref record; 109 of the 111 references it cites were found in a registry or an index.
Authentic leadership and eudaemonic well-being: Understanding leader–follower outcomes
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“Moreover, leadership is an increasingly acknowledged factor for follower well-being (Ilies et al. 2005).”
From The Servant Leadership Survey: Development and Validation of a Multidimensional Measure (2011) · cites this paper as Ilies et al. 2005
In the citing paper
“Concurrently, Ilies et al. (2005) wrote that authentic leadership manifests in the authentic leader's eudaimonia, such that they realize who they truly are by expressing who they truly are.”
From Taking Stock of Moral Approaches to Leadership: An Integrative Review of Ethical, Authentic, and Servant Leadership (2019) · cites this paper as Ilies et al., 2005
In the citing paper
“they argue that when leaders display unbiased processing of self-relevant information, personal integrity, and an authentic relational orientation, leader-follower relationships will be characterized by high levels of respect, positive affect, and trust.”
From Authentic leadership development: Getting to the root of positive forms of leadership (2005) · cites this paper as Ilies et al. (2005)
In the citing paper
“Such reciprocity is posited to result in greater authenticity, and wellbeing, among followers.”
From Authentic leadership development: Getting to the root of positive forms of leadership (2005) · cites this paper as Ilies et al. (2005)
In the citing paper
“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 Ilies et al., 2005
In the citing paper
“Gardner et al. (2005) and Ilies et al. (2005) both argue that authentic leaders seek to develop associates by modeling and supporting self-determination (i.e., internalized selfregulation).”
From Authentic leadership development: Getting to the root of positive forms of leadership (2005) · cites this paper as Ilies et al., 2005
In the citing paper
“High quality and close relationships will in turn foster greater value congruence and follower reciprocation in the form of behavior that is consistent with the leader's values.”
From Authentic leadership development: Getting to the root of positive forms of leadership (2005) · cites this paper as Ilies et al. (2005)
In the citing paper
“Similarly, Ilies et al. (2005) describe the dynamic processes whereby authentic leaders promote follower-well being”
From Authentic leadership development: Getting to the root of positive forms of leadership (2005) · cites this paper as Ilies et al., 2005
In the citing paper
“For example, the emotional contagion effects described by Ilies et al. (2005) help to clarify how the effects of authentic leadership can spread from the dyad to group and organizational levels.”
From Authentic leadership development: Getting to the root of positive forms of leadership (2005) · cites this paper as Ilies et al., 2005
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Cited by
Sorted by citations
Authentic leadership development: Getting to the root of positive forms of leadership
Avolio, B. J., & Gardner, W. L. (2005) · The Leadership Quarterly · doi:10.1016/j.leaqua.2005.03.001 · Cited by 5,478
“Furthermore, Gardner et al. (2005) and Ilies et al. (2005) both argue that authentic leaders seek to develop associates by modeling and supporting self-determination (i.e., internalized selfregulation).”
BackgroundMethodInfluentialCan you see the real me? A self-based model of authentic leader and follower development
Gardner, W. L., Avolio, B. J., Luthans, F., May, D. R., & Walumbwa, F. (2005) · The Leadership Quarterly · doi:10.1016/j.leaqua.2005.03.003 · Cited by 2,232
“Over time, as these positive effects compound one another and spread through social contagion processes (Ilies et al., 2005) to establish a vibrant, strengths-based and positive climate, a competitive advantage emerges to produce sustainable, veritable follower performance (Luthans & Avolio, 2003),…”
InfluentialAuthentic Leadership: Development and Validation of a Theory-Based Measure†
Walumbwa, F. O., Avolio, B. J., Gardner, W. L., Wernsing, T. S., & Peterson, S. J. (2008) · Journal of Management · doi:10.1177/0149206307308913 · Cited by 3,471
“Identification with a leader and an associated collective that display high levels of transparency, integrity, and moral standards is posited to produce elevated levels of trust, hope, positive emotions, and optimism among followers, which in turn elicit increases in commitment, satisfaction, and other positive work o…”
BackgroundMethodResultInfluentialHoch, J. E., Bommer, W. H., Dulebohn, J. H., & Wu, D. (2018) · Journal of Management · doi:10.1177/0149206316665461 · Cited by 1,364
“their personal values, weaknesses, and limitations (Ilies et al., 2005).”
BackgroundAuthentic leadership: A review of the literature and research agenda
Gardner, W. L., Cogliser, C. C., Davis, K. M., & Dickens, M. P. (2011) · The Leadership Quarterly · doi:10.1016/j.leaqua.2011.09.007 · Cited by 1,340
Advances in leader and leadership development: A review of 25 years of research and theory
Day, D. V., Fleenor, J. W., Atwater, L. E., Sturm, R. E., & McKee, R. A. (2014) · The Leadership Quarterly · doi:10.1016/j.leaqua.2013.11.004 · Cited by 1,285
“Ilies et al. (2005)”
The Servant Leadership Survey: Development and Validation of a Multidimensional Measure
van Dierendonck, D., & Nuijten, I. (2011) · Journal of Business and Psychology · doi:10.1007/s10869-010-9194-1 · Cited by 1,096
“Moreover, leadership is an increasingly acknowledged factor for follower well-being (Ilies et al. 2005).”
BackgroundIdentities and Identity Work in Organizations
Brown, A. D. (2014) · International Journal of Management Reviews · doi:10.1111/ijmr.12035 · Cited by 963
Authentic leadership promoting employees' psychological capital and creativity
Rego, A., Sousa, F., Marques, C. S., & Cunha, M. P. E. (2011) · Journal of Business Research · doi:10.1016/j.jbusres.2011.10.003 · Cited by 837
“What's your story?”: A life-stories approach to authentic leadership development
Shamir, B., & Eilam, G. (2005) · The Leadership Quarterly · doi:10.1016/j.leaqua.2005.03.005 · Cited by 1,118
Achieving relational authenticity in leadership: Does gender matter?
Eagly, A. H. (2005) · The Leadership Quarterly · doi:10.1016/j.leaqua.2005.03.007 · Cited by 682
A meta-analytic review of authentic and transformational leadership: A test for redundancy
Banks, G. C., McCauley, K. D., Gardner, W. L., & Guler, C. E. (2016) · The Leadership Quarterly · doi:10.1016/j.leaqua.2016.02.006 · Cited by 681
Lemoine, G. J., Hartnell, C. A., & Leroy, H. (2019) · Academy of Management Annals · doi:10.5465/annals.2016.0121 · Cited by 614
“Concurrently, Ilies et al. (2005) wrote that authentic leadership manifests in the authentic leader’s eudaimonia, such that they realizewho they truly are by expressing who they truly are.”
BackgroundAuthentic leadership, performance, and job satisfaction: the mediating role of empowerment.
Wong, C., & Laschinger, H. K. S. (2013) · Journal of Advanced Nursing · doi:10.1111/j.1365-2648.2012.06089.x · Cited by 599
“‘Self-determination’ is one’s autonomy or discretion to perform one’s work in the way that one chooses, including making decisions about work methods, procedures, pace, and effort (Thomas & Velthouse 1990, Ilies et al. 2005).”
BackgroundRETRACTED: Psychological processes linking authentic leadership to follower behaviors
Walumbwa, F. O., Wang, P., Wang, H., Schaubroeck, J. M., & Avolio, B. J. (2010) · The Leadership Quarterly · doi:10.1016/j.leaqua.2010.07.015 · Cited by 458
“The theoretical work on authentic leadership has described such leaders as having followers who increasingly identify with, as well as who feel more psychologically empowered to take on greater ownership for their work (George, 2003; Ilies et al., 2005).”
BackgroundResultInfluentialRetractedLeroy, H., Anseel, F., Gardner, W. L., & Sels, L. (2015) · Journal of Management · doi:10.1177/0149206312457822 · Cited by 447
“This result provides support for the idea that the authentic functioning of followers is related to basic need satisfaction (Ilies et al., 2005; Kernis & Goldman, 2006): Followers who show their true selves in the workplace are more likely to feel that their work-related behavior resonates with who…”
BackgroundResultInfluentialRelationships between Authentic Leadership, Moral Courage, and Ethical and Pro-Social Behaviors
Hannah, S. T., Avolio, B. J., & Walumbwa, F. O. (2011) · Business Ethics Quarterly · doi:10.5840/beq201121436 · Cited by 479
“Through establishing such a context, Ilies, Morgeson, and Nahrgang (2005) argued that authentic leaders will promote higher levels of personal agency in their followers (Kahn, 1990; Kernis & Goldman, 2005).”
Responsible Leadership in Global Business: A New Approach to Leadership and Its Multi-Level Outcomes
Voegtlin, C., Patzer, M., & Scherer, A. G. (2011) · Journal of Business Ethics · doi:10.1007/s10551-011-0952-4 · Cited by 440
“…that displays leader behavior true to the inherent moral values of the leader (Avolio and Gardner 2005; Avolio et al. 2004a, b; Gardner et al. 2005; Ilies et al. 2005; Walumbwa et al. 2008); an understanding of leaders as ‘‘servants’’ in the conception of servant leadership (Greenleaf 1977; Liden…”
The impact of positivity and transparency on trust in leaders and their perceived effectiveness
Norman, S. M., Avolio, B. J., & Luthans, F. (2010) · The Leadership Quarterly · doi:10.1016/j.leaqua.2010.03.002 · Cited by 492
Authentic leadership and nurses' voice behaviour and perceptions of care quality
Wong, C. A., Laschinger, H. K. S., & Cummings, G. G. (2010) · Journal of Nursing Management · doi:10.1111/j.1365-2834.2010.01113.x · Cited by 430
Walumbwa, F. O., Luthans, F., Avey, J. B., & Oke, A. (2009) · Journal of Organizational Behavior · doi:10.1002/job.653 · Cited by 424
“Furthermore, by incorporating collective psychological capital (for the first time) and trust in the study framework, we respond to recent calls for integration of authentic leadership, psychological capital, and trust literatures (e.g., Gardner et al., 2005; Ilies et al., 2005).”
BackgroundMethodInfluentialRetractedEmotional labor and leadership: A threat to authenticity?
Gardner, W. L., Fischer, D., & Hunt, J. G. (2009) · The Leadership Quarterly · doi:10.1016/j.leaqua.2009.03.011 · Cited by 427
Callings and organizational behavior
Elangovan, A. R., Pinder, C. C., & McLean, M. (2009) · Journal of Vocational Behavior · doi:10.1016/j.jvb.2009.10.009 · Cited by 441
Wang, H., Sui, Y., Luthans, F., Wang, D., & Wu, Y. (2012) · Journal of Organizational Behavior · doi:10.1002/job.1850 · Cited by 416
The Authentic Leadership Inventory (ALI): Development and empirical tests
Neider, L. L., & Schriesheim, C. A. (2011) · The Leadership Quarterly · doi:10.1016/j.leaqua.2011.09.008 · Cited by 486
Cable, D. M., Gino, F., & Staats, B. R. (2013) · Administrative Science Quarterly · doi:10.1177/0001839213477098 · Cited by 437
Authentic Leadership: An Empirical Test of Its Antecedents, Consequences, and Mediating Mechanisms
Peus, C., Wesche, J. S., Streicher, B., Braun, S., & Frey, D. (2012) · Journal of Business Ethics · doi:10.1007/s10551-011-1042-3 · Cited by 368
“Among the positive outcomes proposed to result from authentic leadership are followers’ intrinsic motivation, self-esteem, and creativity (Ilies et al. 2005) as well as trust, engagement, and well-being (Gardner et al. 2005), organizational citizenship behaviors and performance (Walumbwa et al.…”
BackgroundMen, L. R., & Stacks, D. W. (2014) · Journal of Public Relations Research · doi:10.1080/1062726x.2014.908720 · Cited by 385
Enacting the ‘true self’: Towards a theory of embodied authentic leadership
Ladkin, D., & Taylor, S. S. (2009) · The Leadership Quarterly · doi:10.1016/j.leaqua.2009.10.005 · Cited by 358
WALUMBWA, F. O., PETERSON, S. J., AVOLIO, B. J., & HARTNELL, C. A. (2010) · Personnel Psychology · doi:10.1111/j.1744-6570.2010.01193.x · Cited by 350
Leadership, creativity and innovation: a meta-analytic review
Lee, A., Legood, A., Hughes, D., Tian, A. W., Newman, A., & Knight, C. (2020) · European Journal of Work and Organizational Psychology · doi:10.1080/1359432x.2019.1661837 · Cited by 425
“For example, Ilies, Morgeson, and Nahrgang (2005) argue that authentic leaders demonstrate unbiased processing of self-relevant information, personal integrity, and authentic relations that contribute to positive social exchanges with followers (i.e., positive emotions, trust and respect), which in…”
BackgroundAuthentic Leadership and Employee Voice Behavior: A Multi-Level Psychological Process
Hsiung, H.-H. (2012) · Journal of Business Ethics · doi:10.1007/s10551-011-1043-2 · Cited by 347
“The use of role playing and leaderless group discussion can make leaders understand followers’ perspectives, helping them process information in an unbiased manner (Ilies et al. 2005).”
Mindfulness, authentic functioning, and work engagement: a growth modeling approach
Leroy, H., Anseel, F., Dimitrova, N. G., & Sels, L. (2013) · Journal of Vocational Behavior · doi:10.1016/j.jvb.2013.01.012 · Cited by 336
The loci and mechanisms of leadership: Exploring a more comprehensive view of leadership theory
Hernandez, M., Eberly, M. B., Avolio, B. J., & Johnson, M. D. (2011) · The Leadership Quarterly · doi:10.1016/j.leaqua.2011.09.009 · Cited by 358
“Along these lines, Ilies et al. (2005) discussed the importance of positive emotional contagion, positive social exchanges, and the support of follower self-determination as potential processes through which authentic leaders influence follower well-being.”
BackgroundLehman, D. W., O’Connor, K., Kovács, B., & Newman, G. E. (2019) · Academy of Management Annals · doi:10.5465/annals.2017.0047 · Cited by 317
Feeling good and doing great: The relationship between psychological capital and well-being.
Culbertson, S. S., Fullagar, C. J. A., & Mills, M. J. (2010) · Journal of Occupational Health Psychology · doi:10.1037/a0020720 · Cited by 354
“Ilies, Morgeson, and Nahrgang (2005) have likened positive functioning to Csikszentmihalyi’s (1990) concept of flow—the feeling of complete involvement in an activity such that individuals seemingly forget everything but the activity itself—which recent research has shown to have daily fluctuations…”
BackgroundAnderson, H. J., Baur, J. E., Griffith, J. A., & Buckley, M. R. (2017) · The Leadership Quarterly · doi:10.1016/j.leaqua.2016.08.001 · Cited by 302
Authentic leadership and the narrative self
Sparrowe, R. T. (2005) · The Leadership Quarterly · doi:10.1016/j.leaqua.2005.03.004 · Cited by 494
Authentic Leaders Creating Healthy Work Environments for Nursing Practice
Shirey, M. R. (2006) · American Journal of Critical Care · doi:10.4037/ajcc2006.15.3.256 · Cited by 287
“Additionally, the behavior of authentic leaders builds relationships through personal expression that is consistent with values and not merely the result of a desire to please, attain rewards, or avoid punishments.(57) Practicing self-discipline involves incorporating balance into one’s personal and professional life…”
BackgroundShared Authentic Leadership and New Venture Performance
Hmieleski, K. M., Cole, M. S., & Baron, R. A. (2011) · Journal of Management · doi:10.1177/0149206311415419 · Cited by 283
“Furthermore, he proposed that long-term happiness cannot be achieved through the sum of one’s hedonic experiences (e.g., by becoming famous, accumulating material wealth); these, he suggests, are extrinsically driven and ultimately unsatisfying paths (see Ilies et al., 2005; Ryan & Deci, 2001).”
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Authentic leadership, creativity, and innovation: A multilevel perspective
Černe, M., Jaklič, M., & Škerlavaj, M. (2013) · Leadership · doi:10.1177/1742715012455130 · Cited by 271
“…(Kernis, 2003; Luthans & Avolio, 2003; Gardner & Schermerhorn, 2004), hope (Avolio et al., 2004; ClappSmith, Vogelgesang, & Avey, 2009), trust (Ilies et al., 2005; Clapp-Smith et al., 2009), resiliency (Gardner & Schermerhorn, 2004), and optimism (Avolio et al., 2004; Avolio & Gardner, 2005).”
Hope and positive affect mediating the authentic leadership and creativity relationship
Rego, A., Sousa, F., Marques, C. S., & Cunha, M. P. E. (2012) · Journal of Business Research · doi:10.1016/j.jbusres.2012.10.003 · Cited by 287
Leadership for future construction industry: Agenda for authentic leadership
Toor, S., & Ofori, G. (2007) · International Journal of Project Management · doi:10.1016/j.ijproman.2007.09.010 · Cited by 243
Authentic leadership and positive organizational behavior: A meso, multi-level perspective
Yammarino, F. J., Dionne, S. D., Schriesheim, C. A., & Dansereau, F. (2008) · The Leadership Quarterly · doi:10.1016/j.leaqua.2008.09.004 · Cited by 262
Grošelj, M., Černe, M., Penger, S., & Grah, B. (2020) · European Journal of Innovation Management · doi:10.1108/ejim-10-2019-0294 · Cited by 294
“…authentic leader, positive psychological capital is accumulated, which increases the self-confidence of followers, creates hope and establishes trust (Ilies et al., 2005), enhances flexibility and raises the level of optimism (Avolio et al., 2004; Avolio and Gardner, 2005; Gardner et al., 2005).”
BackgroundFairhurst, G. T. (2008) · Management Communication Quarterly · doi:10.1177/0893318907313714 · Cited by 241
Dumas, T. L., & Sanchez‐Burks, J. (2015) · Academy of Management Annals · doi:10.5465/19416520.2015.1028810 · Cited by 236
Drawn to the fire: The role of passion, tenacity and inspirational leadership in angel investing
Murnieks, C. Y., Cardon, M. S., Sudek, R., White, T. D., & Brooks, W. T. (2016) · Journal of Business Venturing · doi:10.1016/j.jbusvent.2016.05.002 · Cited by 244
Leader Self‐Reported Emotional Intelligence and Perceived Employee Creativity: An Exploratory Study
Rego, A., Sousa, F., Pina e Cunha, M., Correia, A., & Saur‐Amaral, I. (2007) · Creativity and Innovation Management · doi:10.1111/j.1467-8691.2007.00435.x · Cited by 218
Castro, C. B., Periñán, M. D. M. V., & Bueno, J. C. C. (2008) · The International Journal of Human Resource Management · doi:10.1080/09585190802324601 · Cited by 210
“Models of leadership should therefore take account of the role of followers, their cognitions and their psychological states (Ilies, Morgeson and Nahrgang 2005; McCann, Langford and Rawlings 2006).”
Emotionality and leadership: Taking stock of the past decade of research
Rajah, R., Song, Z., & Arvey, R. D. (2011) · The Leadership Quarterly · doi:10.1016/j.leaqua.2011.09.006 · Cited by 225
The impossibility of the ‘true self’ of authentic leadership
Ford, J. M., & Harding, N. H. (2011) · Leadership · doi:10.1177/1742715011416894 · Cited by 213
Wisdom principles as a meta-theoretical basis for evaluating leadership
McKenna, B. J., Rooney, D., & Boal, K. B. (2009) · The Leadership Quarterly · doi:10.1016/j.leaqua.2009.01.013 · Cited by 215
Authentic Leadership, Trust And Work Engagement
Hassan, A., & Ahmed, F. (2011) · Zenodo (CERN European Organization for Nuclear Research) · doi:10.5281/zenodo.1075159 · Cited by 199
A meta-analysis of the role of trust in the leadership- performance relationship
Legood, A., van der Werff, L., Lee, A., & Den Hartog, D. (2021) · European Journal of Work and Organizational Psychology · doi:10.1080/1359432x.2020.1819241 · Cited by 241
Striving for Self-Verification during Organizational Entry
Cable, D. M., & Kay, V. S. (2012) · Academy of Management Journal · doi:10.5465/amj.2010.0397 · Cited by 203
Algera, P., & Lips‐Wiersma, M. (2011) · The Leadership Quarterly · doi:10.1016/j.leaqua.2011.11.010 · Cited by 195
Reconnecting Business and Society: Perceptions of Authenticity in Corporate Social Responsibility
Mazutis, D. D., & Slawinski, N. (2014) · Journal of Business Ethics · doi:10.1007/s10551-014-2253-1 · Cited by 198
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Lay perspectives on the social and psychological functions of heroes
Kinsella, E. L., Ritchie, T. D., & Igou, E. R. (2015) · Frontiers in Psychology · doi:10.3389/fpsyg.2015.00130 · Cited by 211
“Previous research suggests that transformational leaders may provide psychological functions to their followers (Ilies et al., 2005).”
Authentizotic climates and employee happiness: Pathways to individual performance?
Rego, A., & Cunha, M. P. E. (2007) · Journal of Business Research · doi:10.1016/j.jbusres.2007.08.003 · Cited by 228
Authentic Leadership and Follower Development
Woolley, L., Caza, A., & Levy, L. S. (2010) · Journal of Leadership & Organizational Studies · doi:10.1177/1548051810382013 · Cited by 188
“The way in which leaders influence follower outcomes is central to authentic leadership theory (e.g., Avolio et al., 2004; Gardner et al., 2005; Ilies et al., 2005).”
BackgroundFisk, G. M., & Friesen, J. P. (2011) · The Leadership Quarterly · doi:10.1016/j.leaqua.2011.11.001 · Cited by 180
Authentic Leadership and Employee Well-Being: The Mediating Role of Attachment Insecurity
Rahimnia, F., & Sharifirad, M. S. (2014) · Journal of Business Ethics · doi:10.1007/s10551-014-2318-1 · Cited by 180
“For example, Ilies et al. (2005) suggested that authentic leaders are likely to have a positive impact on followers’ behaviors since such leaders provide support for followers’ self-determination.”
BackgroundInfluentialDeveloping a Framework for Ethical Leadership
Lawton, A., & Gabriunas, I. L. O. P. (2014) · Journal of Business Ethics · doi:10.1007/s10551-014-2244-2 · Cited by 219
“Their construct built upon previous definitions of Luthans and Avolio’s (2003), (Gardner et al. 2005) and Ilies et al. (2005), resulting in the following definition: authentic leadership is a pattern of leader behaviour that draws upon and promotes both positive psychological capacities and a…”
Emotional intelligence and authentic leadership: a meta-analysis
Miao, C., Humphrey, R. H., & Qian, S. (2018) · Leadership & Organization Development Journal · doi:10.1108/lodj-02-2018-0066 · Cited by 213
Authentic Leadership: A Historical Perspective
Novičević, M. M., Harvey, M. G., Ronald, M., & Brown-Radford, J. A. (2006) · Journal of Leadership & Organizational Studies · doi:10.1177/10717919070130010901 · Cited by 181
Zhang, Y., Zheng, Y., Zhang, L., Xu, S., Liu, X., & Chen, W. (2021) · Asia Pacific Journal of Management · doi:10.1007/s10490-018-9639-z · Cited by 167
Hsieh, C.-C., & Wang, D. (2015) · The International Journal of Human Resource Management · doi:10.1080/09585192.2015.1025234 · Cited by 201
Authenticity and well‐being in the workplace: a mediation model
Ménard, J., & Brunet, L. (2011) · Journal of Managerial Psychology · doi:10.1108/02683941111124854 · Cited by 183
“Amongst the personal factors, authenticity has recently emerged as a potential predictor of well-being (Ilies et al., 2005).”
BackgroundPromoting Authentic Behavior in Organizations: An Attributional Perspective
Harvey, P., Martinko, M. J., & Gardner, W. L. (2006) · Journal of Leadership & Organizational Studies · doi:10.1177/107179190601200301 · Cited by 163
Crossover of Work–Life Balance Perceptions: Does Authentic Leadership Matter?
Braun, S. H., & Peus, C. V. (2016) · Journal of Business Ethics · doi:10.1007/s10551-016-3078-x · Cited by 190
How Authentic Leadership Promotes Individual Creativity: The Mediating Role of Affective Commitment
Ribeiro, N. M. P., Duarte, A. P., Filipe, R., & de Oliveira, R. T. (2019) · Journal of Leadership & Organizational Studies · doi:10.1177/1548051819842796 · Cited by 186
“According to Isen, Daubman, and Nowicki (1987), happier people tend to be more creative, and if individuals experience happiness at work, they develop an affective attachment to their workplace (Rego, Ribeiro, Cunha, & Jesuino, 2011).”
Servant Versus Authentic Leadership: Assessing Effectiveness in China’s Hospitality Industry
Ling, Q., Liu, F., & Wu, X. (2017) · Cornell Hospitality Quarterly · doi:10.1177/1938965516641515 · Cited by 168
Advances in Occupational Health: From a Stressful Beginning to a Positive Future †
Macik‐Frey, M., Quick, J. C., & Nelson, D. L. (2007) · Journal of Management · doi:10.1177/0149206307307634 · Cited by 164
Are authentic leaders associated with more virtuous, committed and potent teams?
Rego, A., Vitória, A., Magalhães, A., Ribeiro, N. M. P., & Cunha, M. P. E. (2012) · The Leadership Quarterly · doi:10.1016/j.leaqua.2012.08.002 · Cited by 173
“…senses of self-determination, security, and trust, enabling followers to focus their energies on goal-related endeavors and on finding different pathways for solving problems and responding to opportunities (Avolio, Gardner, Walumbwa, Luthans, & May, 2004; Edmondson, 1999; Ilies et al., 2005).”
BackgroundInfluentialPsychological capital and authentic leadership
Caza, A., Bagozzi, R. P., Woolley, L., Levy, L. S., & Caza, B. B. (2010) · Asia-Pacific Journal of Business Administration · doi:10.1108/17574321011028972 · Cited by 153
Yang, C. (2013) · Journal of Business Ethics · doi:10.1007/s10551-013-1852-6 · Cited by 174
“Recently, studies on leader–member behavior have aimed to understand how different leadership styles impact the outcomes of organizational members (De Jonge et al. 2000; Ilies et al. 2005).”
Visualizing the landscape and evolution of leadership research
Zhu, J., Song, L. J., Zhu, L., & Johnson, R. E. (2018) · The Leadership Quarterly · doi:10.1016/j.leaqua.2018.06.003 · Cited by 179
Fallatah, F., Laschinger, H. K. S., & Read, E. A. (2016) · Nursing Outlook · doi:10.1016/j.outlook.2016.11.020 · Cited by 145
Peterson, S. J., Walumbwa, F. O., Avolio, B. J., & Hannah, S. T. (2012) · The Leadership Quarterly · doi:10.1016/j.leaqua.2011.12.004 · Cited by 168
RetractedHannah, S. T., Walumbwa, F. O., & Fry, L. W. (2011) · Personnel Psychology · doi:10.1111/j.1744-6570.2011.01225.x · Cited by 158
Vogelgesang, G. R., Leroy, H., & Avolio, B. J. (2013) · The Leadership Quarterly · doi:10.1016/j.leaqua.2013.01.004 · Cited by 149
A 25-year perspective on levels of analysis in leadership research
Dionne, S. D., Gupta, A., Sotak, K. L., Shirreffs, K. A., Serban, A., Hao, C., Kim, D. H., & Yammarino, F. J. (2014) · The Leadership Quarterly · doi:10.1016/j.leaqua.2013.11.002 · Cited by 141
Developing Leadership Character in Business Programs
Crossan, M., Mazutis, D., Seijts, G., & Gandz, J. (2013) · Academy of Management Learning & Education · doi:10.5465/amle.2011.0024a · Cited by 188
Leading Organizational Learning Through Authentic Dialogue
Mazutis, D. D., & Slawinski, N. (2008) · Management Learning · doi:10.1177/1350507608093713 · Cited by 140
“Lastly, relational transparency encompasses all of the earlier capabilities in the act of open and truthful self-disclosure (Ilies et al., 2005).”
BackgroundInfluentialQuade, M. J., McLarty, B. D., & Bonner, J. (2019) · Human Relations · doi:10.1177/0018726719858394 · Cited by 154
“…to engender social exchange by showing care and concern for employees (e.g. ethical leaders [Brown et al., 2005], transformational leaders [Bass, 1985], authentic leaders [Ilies et al., 2005]) are judged by employees to be positive exchange partners (Hansen et al., 2013; Wang et al., 2005, 2014).”
BackgroundSupervisor support and turnover in hotels
Gordon, S., Tang, C., Day, J., & Adler, H. (2019) · International Journal of Contemporary Hospitality Management · doi:10.1108/ijchm-10-2016-0565 · Cited by 139
Semedo, A. S., Coelho, A., & Ribeiro, N. M. P. (2016) · Leadership & Organization Development Journal · doi:10.1108/lodj-02-2015-0029 · Cited by 139
Vidyarthi, P. R., Anand, S., & Liden, R. C. (2013) · The Leadership Quarterly · doi:10.1016/j.leaqua.2013.08.003 · Cited by 139
Joo, B.-K. B., Lim, D. H., & Kim, S. (2016) · Leadership & Organization Development Journal · doi:10.1108/lodj-01-2015-0005 · Cited by 142
Authentic leadership: a new theory for nursing or back to basics?
Wong, C. A., & Cummings, G. G. (2009) · Journal of Health Organization and Management · doi:10.1108/14777260910984014 · Cited by 134
Rego, A., Sousa, F., Marques, C. S., & Cunha, M. P. E. (2011) · European Journal of Work and Organizational Psychology · doi:10.1080/1359432x.2010.550679 · Cited by 142
Authentic leadership and leaders' mental well-being: An experience sampling study
Weiß, M., Razinskas, S., Backmann, J., & Hoegl, M. (2017) · The Leadership Quarterly · doi:10.1016/j.leaqua.2017.05.007 · Cited by 150
“However, our theorizing explicitly bases on theory and findings from a psychological perspective on authentic leadership (Avolio & Gardner, 2005; Gardner et al., 2005; Ilies et al., 2005).”
BackgroundAntecedents and outcomes of authentic leadership across culture: A meta-analytic review
Zhang, Y. E., Guo, Y., Zhang, M., Xu, S., Liu, X., & Newman, A. (2021) · Asia Pacific Journal of Management · doi:10.1007/s10490-021-09762-0 · Cited by 158
Nelson, K., Boudrias, J., Brunet, L., Morin, D., Civita, M. D., Savoie, A., & Alderson, M. (2014) · Burnout Research · doi:10.1016/j.burn.2014.08.001 · Cited by 132
Erkutlu, H., & Chafra, J. (2013) · Management Research Review · doi:10.1108/mrr-06-2012-0136 · Cited by 128
“The construct of authentic leadership has recently emerged in both the research and practice literature as an area of interest that complements work on ethical and transformational leadership (Avolio et al., 2004; Gardner et al., 2005; George, 2003; Harter, 2002; Ilies et al., 2005).”
BackgroundInfluentialAn Investigation of Authentic Leadership’s Individual and Group Influences on Follower Responses
Gill, C., & Caza, A. (2015) · Journal of Management · doi:10.1177/0149206314566461 · Cited by 129
“Authentic leaders’ relational transparency, which includes openness and truthfulness in relationships, fosters positive social exchange (Ilies et al., 2005).”
BackgroundMethodAdolescent Leadership Development
Whitehead, G. (2009) · Educational Management Administration & Leadership · doi:10.1177/1741143209345441 · Cited by 124
Metadata
- Authors
- Ilies, R., Morgeson, F. P., & Nahrgang, J. D.
- Affiliations
- Michigan State University (US)
- Venue
- The Leadership Quarterly
- Publisher
- Elsevier BV
- Published
- 2005-06
- Volume
- 16
- Issue
- 3
- Pages
- 373-394
- ISSN
- 1048-9843 (ISSN-L)
- OpenAlex
- W2139687967
- Semantic Scholar
- 4c677a7fdb09c28bd477e01fc7fd11fdbacf8b2d
- Cited by
- 1,268
- References
- 111
- Citations by year
- 2026: 51 · 2025: 58 · 2024: 70 · 2023: 83 · 2022: 97 · 2021: 108 · 2020: 89 · 2019: 82 · 2018: 84 · 2017: 69 · 2016: 89 · 2015: 73 · 2014: 67 · 2013: 56 · 2012: 51
- FWCI
- 30.69
- Type
- journal article
- Language
- en
- Open access
- closed
- Locations
- The Leadership Quarterly (publishedVersion)
- Archivio istituzionale della Ricerca - Bocconi (submittedVersion)
- Topics
- Social Sciences › Business, Management and Accounting › Organizational Behavior and Human Resource Management › Job Satisfaction and Organizational Behavior
- Social Sciences › Business, Management and Accounting › Strategy and Management › Leadership and Management in Organizations
- Social Sciences › Business, Management and Accounting › Organizational Behavior and Human Resource Management › Employee Performance and Leadership
- Keywords
- authentic leadership, eudaimonic well-being, leader authenticity, self-awareness, hedonism, eudaimonia, leader development, antecedents of leadership
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