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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Items 101–200 of 998
The Emerging Significance of Values Based Leadership: A Literature Review
Copeland, M. K. (2014) · Fisher Digital Publications (St. John Fisher College) · Cited by 120
Internal Reputation Management: The Impact of Authentic Leadership and Transparent Communication
Men, L. R. (2014) · Corporate Reputation Review · doi:10.1057/crr.2014.14 · Cited by 119
The effects of authentic leadership on turnover intention
Azanza, G., Moriano, J. A., Molero, F. J., & Mangin, J.-P. L. (2015) · Leadership & Organization Development Journal · doi:10.1108/lodj-03-2014-0056 · Cited by 124
Authentic leadership and employee performance: mediating role of organizational commitment
Nasab, A. H., & Afshari, L. (2019) · Leadership & Organization Development Journal · doi:10.1108/lodj-01-2019-0026 · Cited by 117
Zhang, S., Bowers, A. J., & Mao, Y. (2020) · Educational Management Administration & Leadership · doi:10.1177/1741143220915925 · Cited by 132
“This finding is in line with previous suggestions (Ilies et al., 2005) that empowerment is an important motivational mechanism through which authentic leaders may affect followers’ 779Zhang et al.: Authentic leadership and teachers’ voice behaviour work-related outcomes.”
BackgroundResultHannah, S. T., Sumanth, J. J., Lester, P. B., & Cavarretta, F. (2014) · Journal of Organizational Behavior · doi:10.1002/job.1931 · Cited by 136
Joo, B.-K. B., & Jo, S. J. (2017) · Leadership & Organization Development Journal · doi:10.1108/lodj-11-2015-0254 · Cited by 123
Baquero, A. (2023) · Psychology Research and Behavior Management · doi:10.2147/prbm.s407672 · Cited by 115
“On this view, leaders are well placed to spread shared ideals to other employees; employees are ultimately encouraged to exhibit positive behaviors, have a sense of self-worth, and feel required to reciprocate.(30)”
Sidani, Y. M., & Rowe, W. G. (2018) · The Leadership Quarterly · doi:10.1016/j.leaqua.2018.04.005 · Cited by 134
Knowledge management, workplace climate, creativity and performance
Alzghoul, A., Elrehail, H., Emeagwali, O. L., & Shboul, M. K. A. (2018) · Journal of Workplace Learning · doi:10.1108/jwl-12-2017-0111 · Cited by 143
The Authentic Enterprise: Another Buzz Word, or a True Driver of Quality Relationships?
Shen, H., & Kim, J. (2012) · Journal of Public Relations Research · doi:10.1080/1062726x.2012.690255 · Cited by 113
“Ilies et al. (2005) included self-awareness, unbiased processing, authentic behavior= acting, and authentic relational orientation as distinct components of authentic leadership.”
BackgroundJam, F. A., Singh, S. K. G., Ng, B., & Aziz, N. (2018) · International Journal of Business and Administrative Studies · doi:10.20469/ijbas.4.10003-5 · Cited by 124
“They motivate their followers by providing them constructive feedback and acknowledging their interest and involvement in the decision-making process (Ilies et al., 2005; Wong & Cummings, 2009).”
BackgroundAuthentic leadership and employee knowledge sharing behavior
Edú-Valsania, S., Moriano, J. A., & Molero, F. J. (2016) · Leadership & Organization Development Journal · doi:10.1108/lodj-08-2014-0149 · Cited by 114
Authentic leadership and work engagement: the mediating effect of practicing core values
Oh, J., Cho, D., & Lim, D. H. (2018) · Leadership & Organization Development Journal · doi:10.1108/lodj-02-2016-0030 · Cited by 117
Positive Leadership: Relationships with Employee Inclusion, Discrimination, and Well‐Being
Adams, B. G., Meyers, M. C., & Sekaja, L. (2019) · Applied Psychology · doi:10.1111/apps.12230 · Cited by 145
Creativity and Human Resource Development
Joo, B.-K. B., McLean, G. N., & Yang, B. (2013) · Human Resource Development Review · doi:10.1177/1534484313481462 · Cited by 111
Cianci, A. M., Hannah, S. T., Roberts, R. P., & Tsakumis, G. T. (2014) · The Leadership Quarterly · doi:10.1016/j.leaqua.2013.12.001 · Cited by 123
A Multi-level Investigation of Authentic Leadership as an Antecedent of Helping Behavior
Hirst, G., Walumbwa, F. O., Aryee, S., Butarbutar, I., & Chen, C. J. H. (2015) · Journal of Business Ethics · doi:10.1007/s10551-015-2580-x · Cited by 129
Leader and follower attachment styles: Implications for authentic leader–follower relationships
Hinojosa, A. S., McCauley, K. D., Randolph-Seng, B., & Gardner, W. L. (2014) · The Leadership Quarterly · doi:10.1016/j.leaqua.2013.12.002 · Cited by 131
“Moreover,we suggest that this cell reflects the ideal case highlighted in foundational work on AL, and thus this is the combination where the positive outcomes suggested to arise from authentic leadership are most likely to be realized (Gardner et al., 2005; Ilies et al., 2005).”
BackgroundInfluentialParadoxes of authentic leadership: Leader identity struggles
Nyberg, D., & Sveningsson, S. (2014) · Leadership · doi:10.1177/1742715013504425 · Cited by 110
“…leadership literature is thus based on the idea that one should act according to an essential true self and that this true self is morally good (Avolio et al., 2004; Ilies et al., 2005; Ladkin and Taylor, 2010; Luthans and Avolio, 2003; Michie and Gooty, 2005; Walumbwa et al., 2008, 2010).”
BackgroundOnly human: Exploring the nature of weakness in authentic leadership
Diddams, M., & Chang, G. C. (2012) · The Leadership Quarterly · doi:10.1016/j.leaqua.2011.12.010 · Cited by 125
Authentic leadership extends beyond work: A multilevel model of work-family conflict and enrichment
Braun, S. H., & Nieberle, K. W. (2017) · The Leadership Quarterly · doi:10.1016/j.leaqua.2017.04.003 · Cited by 125
“Given that authentic leaders are “prominent behavioural role models for followers” (Ilies et al., 2005, p. 385), the alignment between their own and their followers’ experiences should further increase their credibility.”
BackgroundMethodResultInfluentialWei, F., Li, Y., Zhang, Y., & Liu, S. (2016) · Journal of Business Ethics · doi:10.1007/s10551-016-3379-0 · Cited by 130
Bammens, Y. P. M. (2015) · Journal of Product Innovation Management · doi:10.1111/jpim.12267 · Cited by 114
Furtner, M. R., Baldegger, U., & Rauthmann, J. F. (2012) · European Journal of Work and Organizational Psychology · doi:10.1080/1359432x.2012.665605 · Cited by 106
“…intrinsic motivation of leaders is associated with being personally expressive in leading (Barbuto, 2005; Furtner, Rauthmann, & Sachse, 2011b; Ilies et al., 2005; Shamir et al., 1993), we can expect that natural reward strategies from self-leadership, a dimension strongly referring to…”
BackgroundHow people in organizations make sense of responsible leadership practices
Antunes, A., & Franco, M. (2016) · Leadership & Organization Development Journal · doi:10.1108/lodj-04-2014-0084 · Cited by 120
Mubarak, F., & Noor, A. (2018) · Cogent Business & Management · doi:10.1080/23311975.2018.1429348 · Cited by 118
“Authentic leaders stimulate motivation for individual growth and self-development of their employees (Ilies et al., 2005).”
BackgroundMethodLinking authentic leadership to subordinate behaviors
Liu, Y., Fuller, B., Hester, K., Bennett, R. J., & Simmering, M. J. (2017) · Leadership & Organization Development Journal · doi:10.1108/lodj-12-2016-0327 · Cited by 118
Toor, S., & Ofori, G. (2009) · Construction Management and Economics · doi:10.1080/01446190902729721 · Cited by 115
“Ilies et al. (2005) explored the links between authentic leadership and both leaders’ and followers’ eudaemonic well-being, building on Kernis’s notion of authenticity.”
BackgroundInfluentialAuthentic leadership and performance: the mediating role of employees’ affective commitment
Ribeiro, N. M. P., Gomes, D. R., & Kurian, S. (2018) · Social Responsibility Journal · doi:10.1108/srj-06-2017-0111 · Cited by 99
True to what We stand for: Championing collective interests as a path to authentic leadership
Steffens, N. K., Mols, F., Haslam, S. A., & Okimoto, T. G. (2016) · The Leadership Quarterly · doi:10.1016/j.leaqua.2016.04.004 · Cited by 101
An integrative process model of leadership: Examining loci, mechanisms, and event cycles.
Eberly, M. B., Johnson, M. D., Hernandez, M., & Avolio, B. J. (2013) · American Psychologist · doi:10.1037/a0032244 · Cited by 102
“For example, transformational leadership theory proposes that leaders inspire followers and entire collectives by influencing their belief systems (cognitions) and emotions (affect) via the expression of a collective vision and positive emotions (Bass, 2007).”
BackgroundChang, W., Busser, J. A., & Liu, A. (2020) · International Journal of Contemporary Hospitality Management · doi:10.1108/ijchm-06-2019-0551 · Cited by 106
Sun, P. Y. T., & Anderson, M. H. (2011) · The Leadership Quarterly · doi:10.1016/j.leaqua.2011.05.018 · Cited by 110
Rego, P., Lopes, M. P., & Nascimento, J. L. (2016) · Journal of Industrial Engineering and Management · doi:10.3926/jiem.1540 · Cited by 107
“Through emotions, criticism and constructive feedback and their ability to remain hopeful and confident, authentic leaders are able to influence optimism, self-effectiveness and hope in their followers (Avolio et al., 2004; Luthans, Youssef et al., 2007; Ilies et al., 2005).”
BackgroundResultInfluentialServant leadership in Italy and its relation to organizational variables
Bobbio, A., Dierendonck, D. V., & Manganelli, A. M. (2012) · Leadership · doi:10.1177/1742715012441176 · Cited by 95
Maximo, N. D. D., Stander, M. W., & Coxen, L. (2019) · SA Journal of Industrial Psychology · doi:10.4102/sajip.v45i0.1612 · Cited by 127
“Leaders who display authentic behaviours in the form of openness and truthfulness thus result in subordinates more readily trusting their intentions (Ilies et al., 2005).”
BackgroundA Corporate Purpose as an Antecedent to Employee Motivation and Work Engagement
van Tuin, L., Schaufeli, W. B., den Broeck, A. V., & van Rhenen, W. (2020) · Frontiers in Psychology · doi:10.3389/fpsyg.2020.572343 · Cited by 123
Williams, E. A., Pillai, R., Deptula, B. J., & Lowe, K. B. (2011) · The Leadership Quarterly · doi:10.1016/j.leaqua.2011.07.003 · Cited by 96
Work Related Flow, Psychological Capital, and Creativity Among Employees of Software Houses
Zubair, A., & Kamal, A. (2015) · Psychological Studies · doi:10.1007/s12646-015-0330-x · Cited by 94
Authentic leadership – an antecedent for contextual performance of Indian nurses
Malik, N. (2018) · Personnel Review · doi:10.1108/pr-07-2016-0168 · Cited by 101
Hu, Y., Wu, X., Zong, Z., Xiao, Y., Maguire, P., Qu, F., Wei, J., & Wang, D. (2018) · Frontiers in Psychology · doi:10.3389/fpsyg.2018.02470 · Cited by 101
“Numerous studies have shown that authentic leaders have a positive predictive effect on psychological capital (Ilies et al., 2005; Han and Yang, 2011; Sun, 2013; Zhang, 2014).”
BackgroundAuthentic leadership, happiness at work and affective commitment
Semedo, A. S., Coelho, A., & Ribeiro, N. M. P. (2019) · European Business Review · doi:10.1108/ebr-01-2018-0034 · Cited by 98
Pee, L. G., & Lee, J. (2015) · International Journal of Information Management · doi:10.1016/j.ijinfomgt.2015.08.002 · Cited by 102
Adil, A., & Kamal, A. (2019) · International Journal of Leadership in Education · doi:10.1080/13603124.2019.1580772 · Cited by 103
“Ilies, Morgeson, and Nahrgang (2005) identi fi ed parallels between the four components of authentic leadership and the six facet of human well-being suggested by Ry ff and Keyes (1995).”
BackgroundČerne, M., Dimovski, V., Marič, M., Penger, S., & Škerlavaj, M. (2013) · Australian Journal of Management · doi:10.1177/0312896213503665 · Cited by 88
“During this process, authentic managers build and develop positive psychological capital within the followers: increase followers’ self-confidence, create hope, establish trust (Ilies et al., 2005), enhance resiliency and raise the level of optimism (Avolio et al.”
BackgroundInfluentialBe(com)ing Real: a Multi-source and an Intervention Study on Mindfulness and Authentic Leadership
Nübold, A., Quaquebeke, N. V., & Hulsheger, U. R. (2019) · Journal of Business and Psychology · doi:10.1007/s10869-019-09633-y · Cited by 96
Relational leadership in collaborative governance ecosystems
Kinder, T., Stenvall, J., Six, F. E., & Memon, A. (2021) · Public Management Review · doi:10.1080/14719037.2021.1879913 · Cited by 103
“Leaders emerge rather than the appointment in networks, Ilies, Morgeson, and Nahrgang (2005) argue synthesizing team ideas demonstrates, Michie and Gooty (2005) suggest, other-oriented emotions (trust, honesty and loyalty), becoming a conduit for their values (Eagly 2005).”
BackgroundConnecting Mindfulness and Meaning in Life: Exploring the Role of Authenticity
Allan, B. A., Bott, E. M., & Suh, H. (2014) · Mindfulness · doi:10.1007/s12671-014-0341-z · Cited by 99
Emerging Practices in Leadership Development
Ardichvili, A. A., & Manderscheid, S. V. (2008) · Advances in Developing Human Resources · doi:10.1177/1523422308321718 · Cited by 87
En Route to an Empirically-Based Understanding of Authentic Leadership
Endrissat, N., Müller, W. R., & Kaudela-Baum, S. (2007) · European Management Journal · doi:10.1016/j.emj.2007.04.004 · Cited by 85
Carragher, J., & Gormley, K. J. (2016) · Journal of Advanced Nursing · doi:10.1111/jan.13141 · Cited by 88
“Kristjansson (2006) makes a similar point suggesting that the moral influence in the EI model is vague and tends to promote competency and achievement rather than moral values and compassion. Rankin (2013) found a link between EI, positive moral values and compassionate care in a longitudinal study undertaken with fir…”
Kim, T., David, E., Chen, T., & Liang, Y. (2022) · Journal of Management · doi:10.1177/01492063211063807 · Cited by 99
Diversity as an aspect of effective leadership: integrating and moving forward
Gotsis, G. N., & Grimani, A. (2016) · Leadership & Organization Development Journal · doi:10.1108/lodj-06-2014-0107 · Cited by 88
Malik, N., Dhar, R. L., & Handa, S. C. (2016) · International Journal of Nursing Studies · doi:10.1016/j.ijnurstu.2016.08.004 · Cited by 87
Authentic leadership and employee creativity: testing the multilevel mediation model
Xu, B.-D., Zhao, S., Li, C., & Lin, C. (2017) · Leadership & Organization Development Journal · doi:10.1108/lodj-09-2015-0194 · Cited by 97
Authentic leadership and creativity: the mediating role of happiness
Semedo, A. S., Coelho, A., & Ribeiro, N. M. P. (2017) · International journal of organizational analysis · doi:10.1108/ijoa-03-2016-0994 · Cited by 93
Theorizing leadership authenticity: A Sartrean perspective
Lawler, J., & Ashman, I. (2012) · Leadership · doi:10.1177/1742715012444685 · Cited by 86
The Journal of Values-Based Leadership
(2017) · Journal of Values-Based Leadership · doi:10.22543/0733 · Cited by 84
Indigenous Insights into Ethical Leadership: A Study of Māori Leaders
Haar, J. M., Roche, M., & Brougham, D. R. (2018) · Journal of Business Ethics · doi:10.1007/s10551-018-3869-3 · Cited by 83
Authentic leadership and creativity
Chaudhary, R., & Panda, C. (2018) · International Journal of Productivity and Performance Management · doi:10.1108/ijppm-02-2018-0082 · Cited by 103
Chen, J. K. C., & Sriphon, T. (2022) · Sustainability · doi:10.3390/su14105883 · Cited by 122
“[41] stated that feedback from others is essential to develop self-awareness or self-realization.”
BackgroundRelationships among Principal Authentic Leadership and Teacher Trust and Engagement Levels
Bird, J. J., Wang, C., Watson, J. R., & Murray, L. M. (2009) · Journal of School Leadership · doi:10.1177/105268460901900202 · Cited by 85
“Kahn (1990) suggested that when basic needs are met, employee levels of engagement increase, resulting in enhanced organizational goals.”
BackgroundStander, F. W., Beer, L. T. D., & Stander, M. W. (2015) · SA Journal of Human Resource Management · doi:10.4102/sajhrm.v13i1.675 · Cited by 86
Penger, S., & Černe, M. (2014) · Economic Research-Ekonomska Istraživanja · doi:10.1080/1331677x.2014.974340 · Cited by 86
“Ilies et al. (2005) suggested that authentic leaders positively influence followers’ behaviours because such leaders provide support for followers’ self-determination.”
BackgroundInfluentialBranson, C. M. (2007) · Educational Management Administration & Leadership · doi:10.1177/1741143207075390 · Cited by 81
“…clarification in regard to authentic leadership practices is the claim by some authors that such leaders do not just have knowledge and understanding of their personal values but, more importantly, they readily conduct their life according to these known and understood values (Ilies et al., 2005).”
BackgroundInfluentialShuck, B., Alagaraja, M., Immekus, J., Cumberland, D., & Honeycutt‐Elliott, M. (2019) · Human Resource Development Quarterly · doi:10.1002/hrdq.21369 · Cited by 80
Kim, M., Kim, Y. D., & Lee, H. (2020) · Sport Management Review · doi:10.1016/j.smr.2019.12.008 · Cited by 95
Using theory on authentic leadership to build a strong human resource management system
Gill, C., Gardner, W. L., Claeys, J., & Vangronsvelt, K. (2018) · Human Resource Management Review · doi:10.1016/j.hrmr.2018.02.006 · Cited by 96
Spitzmüller, M., & Ilieș, R. (2010) · European Journal of Work and Organizational Psychology · doi:10.1080/13594320902754040 · Cited by 78
“on the work of Erickson (1995), Ilies et al. (2005) and Avolio and Gardner (2005) both”
BackgroundMethodInfluentialShould Authentic Leaders Value Power? A Study of Leaders’ Values and Perceived Value Congruence
Qu, Y. E., Dasborough, M. T., Zhou, M., & Todorova, G. (2017) · Journal of Business Ethics · doi:10.1007/s10551-017-3617-0 · Cited by 80
del Castillo, D. V., & López‐Zafra, E. (2021) · European Management Review · doi:10.1111/emre.12460 · Cited by 105
Ardichvili, A. A., & Jondle, D. (2009) · Human Resource Development Review · doi:10.1177/1534484309334098 · Cited by 81
Heled, E., Somech, A., & Waters, L. E. (2015) · The Journal of Positive Psychology · doi:10.1080/17439760.2015.1058971 · Cited by 77
“Such an environment of trust and reliability enables team members to focus and to develop their strengths, and thus to empower and foster collective hope, another component of team PsyCap (Ilies et al., 2005).”
BackgroundRole of burnout on job level, job satisfaction, and task performance
Kim, W., Ra, Y.-A., Park, J., & Kwon, B. (2017) · Leadership & Organization Development Journal · doi:10.1108/lodj-11-2015-0249 · Cited by 65
Niu, W., Yuan, Q., Qian, S., & Liu, Z. (2018) · Current Psychology · doi:10.1007/s12144-018-9937-0 · Cited by 76
Engaging leadership: Enhancing work engagement through intrinsic values and need satisfaction
van Tuin, L., Schaufeli, W. B., & den Broeck, A. V. (2021) · Human Resource Development Quarterly · doi:10.1002/hrdq.21430 · Cited by 115
“…forge relationships based on mutual needs, aspirations, and values; good leaders help employees find meaning and meaningfulness in their work (Martela & Pessi, 2018) and, through work itself, employees may contribute to a broader purpose (Ilies et al., 2005; Martela, 2017; Ryan et al., 2008).”
BackgroundSteffens, N. K., Wolyniec, N., Okimoto, T. G., Mols, F., Haslam, S. A., & Kay, A. A. (2021) · The Leadership Quarterly · doi:10.1016/j.leaqua.2021.101498 · Cited by 81
Ilieș, R., Curșeu, P. L., Dimotakis, N. E., & Spitzmüller, M. (2012) · European Journal of Work and Organizational Psychology · doi:10.1080/1359432x.2011.626199 · Cited by 85
“Because of this relational transparency, followers are more likely to perceive these leaders as trustworthy and thus develop closer relationships with them (Ilies et al., 2005).”
BackgroundInfluentialHow authentic leadership promotes individual performance
Ribeiro, N. M. P., Duarte, A. P., & Filipe, R. (2018) · International Journal of Productivity and Performance Management · doi:10.1108/ijppm-11-2017-0318 · Cited by 100
Labrague, L. J., Sabei, S. D. A., ABUALRUB, R. F., Burney, I. A., & Rawajfah, O. A. (2021) · Journal of Nursing Management · doi:10.1111/jonm.13356 · Cited by 74
Advancing workplace spiritual development: A dyadic mentoring approach
Weinberg, F. J., & Locander, W. B. (2013) · The Leadership Quarterly · doi:10.1016/j.leaqua.2013.10.009 · Cited by 76
The Benefits of Merging Leadership Research and Emotions Research
Humphrey, R. H., Burch, G. F., & Adams, L. L. (2016) · Frontiers in Psychology · doi:10.3389/fpsyg.2016.01022 · Cited by 82
“7:1022. doi: 10.3389/fpsyg.2016.01022 The Benefits of Merging Leadership Research and Emotions Research Ronald H. Humphrey1*, Gerald F. Burch2 and Laural L. Adams3 1 Department of Leadership and Management, Lancaster University Management School, Lancaster University, Lancaster, UK, 2 Department of…”
BackgroundInfluentialWeischer, A. E., Weibler, J., & Petersen, M. (2013) · The Leadership Quarterly · doi:10.1016/j.leaqua.2013.03.003 · Cited by 73
Developing Authentic Leadership Within a Training Context
Baron, L., & Parent, É. (2014) · Journal of Leadership & Organizational Studies · doi:10.1177/1548051813519501 · Cited by 76
Employee Trust in Supervisors and Affective Commitment
Xiong, K., Lin, W., Li, J. C., & Wang, L. (2016) · Psychological Reports · doi:10.1177/0033294116644370 · Cited by 74
Iqbal, S., Farid, T., Ma, J., Khattak, A. N., & Nurunnabi, M. (2018) · Sustainability · doi:10.3390/su10072170 · Cited by 88
“forecaster for the occurrence and consistency of displaying OCBs [51].”
BackgroundInfluentialKim, M., Perrewé, P. L., Kim, Y., & Kim, A. C. H. (2017) · European Sport Management Quarterly · doi:10.1080/16184742.2017.1344284 · Cited by 83
“Relationship transparency involves valuing and striving for openness and faithfulness in relationships with other employees; it essentially entails sharing information, expressing thoughts, and making personal disclosures (Ilies et al., 2005).”
BackgroundAuthentic leadership and organizational citizenship behaviour: the role of psychological capital
Ramalu, S. S., & Janadari, N. (2020) · International Journal of Productivity and Performance Management · doi:10.1108/ijppm-03-2020-0110 · Cited by 92
Authentic leadership and its effect on employees' organizational citizenship behaviours.
Edú-Valsania, S., Moriano, J. A., Alonso, F. M., & Cantisano, G. T. (2012) · PubMed · Cited by 70
Authentic leadership and its impact on extra role behaviour of nurses
Malik, N., & Dhar, R. L. (2017) · Personnel Review · doi:10.1108/pr-05-2015-0140 · Cited by 84
The Influence of Leader Humor on Relationships between Leader Behavior and Follower Outcomes
Vecchio, R. P., Justin, J. E., & Pearce, C. L. (2009) · Lincoln (University of Nebraska) · Cited by 68
Nel, T., Stander, M. W., & Latif, J. (2015) · SA Journal of Industrial Psychology · doi:10.4102/sajip.v41i1.1243 · Cited by 76
The role of self-regulation in developing leaders: A longitudinal field experiment
Yeow, J., & Martin, R. (2013) · The Leadership Quarterly · doi:10.1016/j.leaqua.2013.04.004 · Cited by 69
Candidate Authenticity: ‘To Thine Own Self Be True’
Stiers, D., Larner, J. M., Kenny, J., Breitenstein, S., Vallée‐Dubois, F., & Lewis‐Beck, M. S. (2019) · Political Behavior · doi:10.1007/s11109-019-09589-y · Cited by 72
Imam, H., Naqvi, M. B., Naqvi, S. A., & Chambel, M. J. (2020) · Leadership & Organization Development Journal · doi:10.1108/lodj-05-2019-0203 · Cited by 81
Principal authentic leadership and teacher engagement in Kuwait’s educational reform context
Alazmi, A. A., & Al‐Mahdy, Y. F. H. (2020) · Educational Management Administration & Leadership · doi:10.1177/1741143220957339 · Cited by 76
“…it can boost trust and respect from followers, inspiring them to share information openly in return, along with their true thoughts and feelings, while also making it more likely followers experience a stronger sense of personal impact at work (Ilies et al., 2005; Kernis, 2003; May et al., 2004).”
BackgroundResultInfluentialManifesto for the future of work and organizational psychology
Bal, P. M., Dóci, E., Lub, X. D., van Rossenberg, Y. G. T., Nijs, S., Achnak, S., Briner, R. B., Brookes, A., Chudzikowski, K., Cooman, R. D., et al. (2019) · European Journal of Work and Organizational Psychology · doi:10.1080/1359432x.2019.1602041 · Cited by 67
Amunkete, S. L. N., & Rothmann, S. (2015) · Journal of Psychology in Africa · doi:10.1080/14330237.2015.1078082 · Cited by 65
“An authentic leader has achieved a high level of self-concept clarity, has self-concordant goals, and is self-expressive (Illies et al ., 2005) .”
Backgroundvan Dierendonck, D. (2011) · Journal of Happiness Studies · doi:10.1007/s10902-011-9286-2 · Cited by 76
“There is abundant scientific evidence for the relevance of these three needs in relation to self-esteem, creativity, conceptual learning, achievement (Ilies et al. 2005), daily positive mood, vitality, physical health (Sheldon and Elliot 1999), engagement, productivity, wellness (Ryan and Deci 2006), performance and w…”
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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