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
Citations
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“For instance, trans-formational leadership enhances psychological wellbeing of employees (Arnold et al., 2007), authentic leadership influences eudaimonic happiness of followers (Ilies et al., 2005), and value-based leadership engenders happiness in the organization (Millick, 2009).”
Adapting and Validating a Moral Identity Scale for Korean Intensive Care Unit Nurses
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“Authentic leadership has recently attracted attention as a concept that values the morality of a leader; it is a ‘‘root concept,’’ forming the basis of the positive aspects of charismatic, transformational, spiritual, and ethical leadership theories (Ilies et al., 2005).”
Rethinking the construct of authentic leadership from a Chinese philosophical viewpoint
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“Studies have shown that authentic leadership not only positively influences traditional organisational outcomes but also significantly enhances followers’ creativity, psychological capacities, and well-being (Ilies et al., 2005; Zubair & Kamal, 2015).”
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Professionalism as a Moderator of the Effects of Authentic Leadership: Both Substitute and Enhancer
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“These behaviors cultivate psychological safety and intrinsic motivation among followers, which are essential drivers of job satisfaction (Ilies et al. 2005; Mo and Ho 2021).”
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“[27] maintained that authentic leaders are likely to exert a positive influence on followers’ behaviors because such leaders support followers’ self-determination.”
BackgroundSustaining Innovation and Future Research Implications
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“, 1993) approaches to leadership, authentic leadership (Luthans and Avolio, 2003), and ethical leadership (Brown et al.”
BackgroundReflective Goal Setting for Leader Personal Development
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“Furthermore, given these studies of (Ilies et al., 2005; Rego et al., 2016) stated that authentic leadership is directly related to increased organizational commitment (in particular the affective dimension) due to the behavioral pattern of the authentic leader, because it can positively affect the…”
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“In addition, when leaders are willing to practice information sharing, which is the core of authentic leadership, the trust of members is expected to be strengthened by repeated behavioral interactions and shared values [15].”
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Human Resources Annual Interview as a Part of Authentic Leadership
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“Even though authentic leadership may have direct impact on the behavior of followers (Jensen and Luthans, 2006; Ilies et al., 2005; Gardner et al., 2005; Harvey et al., 2006), its impact is much stronger and motivating if followers identify with their leaders.”
BackgroundThe Lived Experiences of Authentic Leaders
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“Specifically, self-awareness refers to the recognition of and trust in one’s values, character, characteristics, motivations, and desires[8].”
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“Reference [34] states that the cognitive process is carried out by a leader to recognize self-capability.”
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“…这种不真诚的行为会消耗能量, 并导致工 作参与度降低(Reis et al., 2016)。相反, 真诚可以 让人的行为与内心状态一致, 减少内心能量消耗, 使人能更充分地使用自己的个人资源, 增加工作 投入。另一方面, 员工在工作中感受到的真诚可 以让他们对自己在工作中做出的选择和事务处理 进行内在归因, 为自己的行动负责, 使之工作动 机提高(Leroy et al., 2015)。已有大量实证研究发 现真诚与工作投入之间呈正相关关系(e.g., Reis et al., 2016; van den Bosch & Taris,…”
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“This link between authentic leadership and trust supports the proposition that authentic leadership is beneficial to the development of employees’ trust (Avolio et al., 2004; Deluga, 1994; Dirks & Ferrin, 2002; Gardner et al., 2005; Ilies et al., 2005; Walumbwa et al., 2008).”
InfluentialA Multilevel Investigation of Authentic Leadership as an Antecedent to Helping Behavior
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Hildenbrand, K. (2016) · Aston Publications Explorer (Aston University) · doi:10.48780/publications.aston.ac.uk.00028684 · Cited by 1
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Valiente, J. A. C. (2016) · Tesis Doctorals en Xarxa (Consorci de Serveis Universitaris de Catalunya) · doi:10.6035/11510.2016.108611 · Cited by 2
Leading children's centres: a study of seven leaders in context
Wainwright, J. (2014) · SHURA (Sheffield Hallam University Research Archive) (Sheffield Hallam University) · Cited by 1
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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