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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In the citing paper
“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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Perceived supervisor support and turnover intention: moderating effect of authentic leadership
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Gigol, T. (2020) · Sustainability · doi:10.3390/su12031182 · Cited by 66
“Authentic leadership has a strong impact on the well-being of employees [12,13].”
Backgroundde Waal, A., & Sivro, M. (2012) · Journal of Leadership & Organizational Studies · doi:10.1177/1548051812439892 · Cited by 97
Alavi, S. B., & Gill, C. (2016) · Journal of Leadership & Organizational Studies · doi:10.1177/1548051816664681 · Cited by 85
Alshammari, F. F., Pasay-an, E., Gonzales, F., & Torres, S. S. (2020) · Journal of Professional Nursing · doi:10.1016/j.profnurs.2020.04.003 · Cited by 62
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Knoll, M. S., Meyer, B. M., Kroemer, N. B., & Schröder–Abé, M. (2015) · Journal of Individual Differences · doi:10.1027/1614-0001/a000153 · Cited by 73
“Due to its potential individual and social value, authenticity has been suggested to enrich organizational research and current debates on occupational health and responsible organizational behavior in particular (Ilies et al., 2005; Roberts et al., 2009).”
BackgroundTrans employees, transitioning, and job satisfaction
Drydakis, N. (2016) · Journal of Vocational Behavior · doi:10.1016/j.jvb.2016.09.003 · Cited by 67
Authentic Leadership and Extra Role Behavior: a School Based Integrated Model
Srivastava, A. P., & Dhar, R. L. (2017) · Current Psychology · doi:10.1007/s12144-017-9634-4 · Cited by 62
Police officers’ perceptions of organizational justice and their trust in the public
Carr, J. D., & Maxwell, S. R. (2017) · Police Practice and Research · doi:10.1080/15614263.2017.1387784 · Cited by 61
Service system well-being: conceptualising a holistic concept
Leo, C., Laud, G., & Chou, C. Y. (2019) · Journal of service management · doi:10.1108/josm-01-2019-0036 · Cited by 62
Authentic leadership and employee engagement: The role of employee well-being
Koon, V., & Ho, T.-S. (2020) · Human Systems Management · doi:10.3233/hsm-200943 · Cited by 79
“Leaders that are transparent with employees encourage the formation of trusting and identified relationships and increase personal growth (cf. [26]).”
Wang, D., Kan, W., Qin, S., Zhao, C., Sun, Y., Mao, W., Bian, X., Ou, Y., Zhao, Z., & Hu, Y. (2020) · Stress and Health · doi:10.1002/smi.2973 · Cited by 69
Redefining leader self‐awareness by integrating the second component of self‐awareness
Taylor, S. N. (2010) · Journal of Leadership Studies · doi:10.1002/jls.20139 · Cited by 69
Perspective on COVID-19 Pandemic Factors Impacting Organizational Leadership
Chen, J. K. C., & Sriphon, T. (2021) · Sustainability · doi:10.3390/su13063230 · Cited by 83
Otantik Liderlik Ölçeği: Güvenirlik ve Geçerlik Çalışması
Tabak, A., Polat, M., Çoşar, S., & Türköz, T. (2012) · iş, güç/İktisadi yenilik dergisi · doi:10.4026/1303-2860.2012.0212.x · Cited by 58
Authentic Leadership and Service Innovative Behavior: Mediating Role of Proactive Personality
Yamak, Ö. U., & Eyüpoğlu, Ş. Z. (2021) · SAGE Open · doi:10.1177/2158244021989629 · Cited by 66
“It could be a result of an attempt to apply the beneficial characteristics in management fields, according to Ilies et al. (2005).”
BackgroundImpact of Big Five personality traits on authentic leadership
Shahzad, K., Raja, U., & Hashmi, S. D. (2020) · Leadership & Organization Development Journal · doi:10.1108/lodj-05-2019-0202 · Cited by 66
Authentic leadership and turnover intention: does organizational size matter?
Oh, J., & Oh, S.-M. (2017) · Leadership & Organization Development Journal · doi:10.1108/lodj-08-2016-0209 · Cited by 62
Authentic Leadership, Trust (in the Leader), and Flourishing: Does Precariousness Matter?
Kleynhans, D. J., Heyns, M. M., Stander, M. W., & Beer, L. T. D. (2022) · Frontiers in Psychology · doi:10.3389/fpsyg.2022.798759 · Cited by 93
Liu, H., Cutcher, L., & Grant, D. (2016) · Human Relations · doi:10.1177/0018726716672920 · Cited by 59
“Being authentic is not, as much of the literature suggests, about ‘being true to oneself’ (Gardner et al., 2005; George, 2003; Ilies et al., 2005; Kouzes and Posner, 2002; Luthans and Avolio, 2003); rather, it is about the co-construction of a leadership narrative that is seen to be coherent and…”
BackgroundBurris, K., Ayman, R., Che, Y., & Min, H. (2013) · Asian American Journal of Psychology · doi:10.1037/a0035229 · Cited by 56
A Review on the Impact of Workplace Culture on Employee Mental Health and Well-Being
Monteiro, E., & Joseph, J. (2023) · International Journal of Case Studies in Business IT and Education · doi:10.47992/ijcsbe.2581.6942.0274 · Cited by 76
Unique self-leadership: A bifactor model approach
Furtner, M. R., Rauthmann, J. F., & Sachse, P. (2013) · Leadership · doi:10.1177/1742715013511484 · Cited by 59
Managing care errors in the wards
Farnese, M. L., Zaghini, F., Caruso, R., Fida, R., Romagnoli, M., & Sili, A. (2018) · Leadership & Organization Development Journal · doi:10.1108/lodj-04-2018-0152 · Cited by 63
The impact of authentic leadership on individual and team creativity: a multilevel perspective
Lei, S., Qin, C., Ali, M., Freeman, S., & Shi-Jie, Z. (2021) · Leadership & Organization Development Journal · doi:10.1108/lodj-12-2019-0519 · Cited by 57
Dimensions of authentic leadership and patient care quality
Puni, A., & Hilton, S. K. (2020) · Leadership in health services · doi:10.1108/lhs-11-2019-0071 · Cited by 58
The Impact of Principal as Authentic Leader on Teacher Trust in the K‐12 Educational Context
Fox, J. T., Gong, T., & Attoh, P. A. (2015) · Journal of Leadership Studies · doi:10.1002/jls.21341 · Cited by 56
Board Chair Authentic Leadership and Nonexecutives’ Motivation and Commitment
Guerrero, S., Lapalme, M., & Séguin, M. (2014) · Journal of Leadership & Organizational Studies · doi:10.1177/1548051814531825 · Cited by 64
Executive coaching: Does coach-coachee matching based on similarity really matter?
Bozer, G., Joo, B.-K. B., & Santora, J. C. (2015) · Consulting psychology journal · doi:10.1037/cpb0000044 · Cited by 56
Phenomenology and Integral Pheno‐Practice of Wisdom in Leadership and Organization
Kuepers, W. M. (2007) · Social Epistemology · doi:10.1080/02691720701393509 · Cited by 57
“…models of leadership (Hosking et al. 1995; Ivancevich and Matteson 2002), authentic leadership (Avolio et al. 2005; Bass and Steidlmeier 1999; Ilies et al. 2005) and ethically responsible leadership (e.g. Ciulla 1995, 2004; Kanungo and Mendonca 1996; Sanders et al. 2003) have gained…”
Background‘The Return of the Primal Father’ in Postmodernity? A Lacanian Analysis of Authentic Leadership
Costas, J., & Taheri, A. (2012) · Organization Studies · doi:10.1177/0170840612448157 · Cited by 55
“The relationship between followers and leaders is argued to entail greater ‘openness and truthfulness’ (Ilies et al., 2005, p. 381), ‘closeness and trust’ as well as harmony and love.”
BackgroundInfluentialCoxen, L., van der Vaart, L., & Stander, M. W. (2016) · SA Journal of Industrial Psychology · doi:10.4102/sajip.v42i1.1364 · Cited by 84
Shahid, S., & Muchiri, M. (2018) · International journal of organizational analysis · doi:10.1108/ijoa-05-2017-1167 · Cited by 67
Servant leadership and perceived employability: proactive career behaviours as mediators
Chughtai, A. A. (2019) · Leadership & Organization Development Journal · doi:10.1108/lodj-07-2018-0281 · Cited by 62
Muntz, J., Dormann, C., & Kronenwett, M. (2019) · European Journal of Work and Organizational Psychology · doi:10.1080/1359432x.2019.1625888 · Cited by 55
Rivkin, W., Diestel, S., & Schmidt, K.-H. (2014) · German Journal of Human Resource Management: Zeitschrift für Personalforschung · doi:10.1177/239700221402800104 · Cited by 100
Authentic Leaders Promoting Store Performance: The Mediating Roles of Virtuousness and Potency
Rego, A., dos Reis, D. R., & Cunha, M. P. E. (2014) · Journal of Business Ethics · doi:10.1007/s10551-014-2125-8 · Cited by 65
Adil, A., & Kamal, A. (2016) · Pakistan Journal of Psychological Research · Cited by 53
Bird, J. J., Wang, C., Watson, J. R., & Murray, L. M. (2012) · Journal of School Leadership · doi:10.1177/105268461202200302 · Cited by 57
“Scholarly research has associated leader authenticity to positive worker responses in business (Avolio, 2007; Avolio et al., 2004; Avolio & Gardner, 2005; Endrissat et al., 2007; Gardner & Schermerhorn, 2004; Ilies et al., 2005; Jensen & Luthans, 2006b; Luthans & Avolio, 2003; Michie & Gooty, 2005).”
BackgroundThe Role of Spirituality as a Mediator for Psychological Well-Being across Different Contexts
Temane, Q. M., & Wissing, M. P. (2006) · South African Journal of Psychology · doi:10.1177/008124630603600309 · Cited by 53
“In the combined groups, the model which includes spirituality as the mediating factor for the relationship between context and the general factor model of psychological well-being adequately fitted the data in terms of Jöreskog and Sörbom's (1989) GFI and also in terms of the cut-off value set by Hu and Bentler (1999)…”
MethodAuthentic leadership theory development: theorizing on Chinese philosophy
Zhang, H., Everett, A. M., Elkin, G., & Cone, M. H. (2012) · Asia Pacific Business Review · doi:10.1080/13602381.2012.690258 · Cited by 53
“2005 ); the absence of either pillar indicates a failure to constitute real authenticity and inhibits authentic leadership from emerging.”
BackgroundInfluentialAuthentic Leadership and Creativity: Mediating Role of Work-Related Flow and Psychological Capital
Zubair, A., & Kamal, A. (2015) · Journal of behavioural sciences · Cited by 53
Authentic Nurse Leadership Conceptual Framework
Giordano-Mulligan, M., & Eckardt, S. (2019) · Nursing Administration Quarterly · doi:10.1097/naq.0000000000000344 · Cited by 53
Dietl, E., & Reb, J. M. (2019) · Human Relations · doi:10.1177/0018726719888260 · Cited by 54
“…several scholars have theorized the importance of self-regulatory processes for leader authenticity (Avolio and Gardner, 2005; Gardner et al., 2005; Ilies et al., 2005) and proposed that specifically mindfulness and political skill are relevant for leader authenticity (Gardner et al., 2009; Reb et…”
BackgroundInfluentialTHE IMPACT OF AUTHENTIC LEADERSHIP ON JOB SATISFACTION AND TEAM COMMITMENT
Darvish, H., & Rezaei, F. (2011) · RePEc: Research Papers in Economics · Cited by 51
Kotzé, M., & Venter, I. (2011) · International Review of Administrative Sciences · doi:10.1177/0020852311399857 · Cited by 52
“…focus mainly on the leader’s individual traits, value system, morality, and authenticity (Avolio and Gardner, 2005: 334; Carey, 1992: 217; Illies et al., 2005: 373; Sosik, 2005: 221), others prefer to focus on leadership behaviours and styles, such as taskversus-people orientation…”
BackgroundPapering the Cracks with Discourse: The Narrative Identity of the Authentic Leader
Shaw, J. (2010) · Leadership · doi:10.1177/1742715009359237 · Cited by 55
“Authenticity is a measure of concordance between the true self and exhibited behaviours (Gardner et al., 2005; Ilies et al., 2005; Shamir & Eilam, 2005).”
BackgroundSandhåland, H., Oltedal, H. A., Hystad, S. W., & Eid, J. (2016) · Safety Science · doi:10.1016/j.ssci.2016.12.004 · Cited by 53
Soares, A. E., & Lopes, M. P. (2017) · Active Learning in Higher Education · doi:10.1177/1469787417742023 · Cited by 66
“Others (e.g. Ilies et al., 2005; Kernis, 2003) call it simply authentic behaviours/actions.”
BackgroundMethodAuthenticity in leadership: Reframing relational transparency through the lens of emotional labour
Kempster, S., Iszatt‐White, M., & Brown, M. (2018) · Leadership · doi:10.1177/1742715017746788 · Cited by 51
Shang, Y., Chong, M. P. M., Xu, J., & Zhu, X. (2019) · Thinking Skills and Creativity · doi:10.1016/j.tsc.2019.100592 · Cited by 50
Chon, D., & Sitkin, S. B. (2021) · Academy of Management Annals · doi:10.5465/annals.2018.0079 · Cited by 59
Megeirhi, H. A., Kılıç, H., Avcí, T., Afsar, B., & Abubakar, A. M. (2018) · Economic Research-Ekonomska Istraživanja · doi:10.1080/1331677x.2018.1442234 · Cited by 51
“Authentic leaders create structures that facilitate follower autonomy, and acknowledge followers’ perspectives and interests (Ilies et al., 2005).”
BackgroundRibeiro, N. M. P., Duarte, A. P., Filipe, R., & David, R. (2021) · Sustainability Accounting Management and Policy Journal · doi:10.1108/sampj-11-2019-0423 · Cited by 62
Choi, H.-J. (2021) · Sustainability · doi:10.3390/su132413676 · Cited by 79
“An authentic leader exerts a positive influence on the psychological well-being of organization members through numerous mechanisms [58].”
BackgroundReb, J. M., Sim, S. S.-H., Chintakananda, K., & Bhave, D. P. (2015) · Cambridge University Press eBooks · doi:10.1017/cbo9781107587793.013 · Cited by 54
Zeb, A., Rehman, F. U., Imran, M., Ali, M., & Almansoori, R. G. (2020) · International Journal of Public Leadership · doi:10.1108/ijpl-02-2020-0011 · Cited by 41
Happiness at work through spiritual leadership: a self-determination perspective
Srivastava, S., Mendiratta, A., Pankaj, P., Misra, R., & Mendiratta, R. (2022) · Employee Relations · doi:10.1108/er-08-2021-0342 · Cited by 57
Online social networks and leadership
Korzyński, P. (2013) · International Journal of Manpower · doi:10.1108/ijm-07-2013-0173 · Cited by 56
Stewart, T. (2012) · School Leadership and Management · doi:10.1080/13632434.2012.688741 · Cited by 58
“Awareness allows the leader to reflect on and understand how his/her behaviour, values, identity, goals, capabilities and personality are affected by external factors (Gardner et al. 2005; Ilies, Morgeson, and Nahrgang 2005).”
BackgroundAuthentic Leadership, Traditionality, and Interactional Justice in the Chinese Context
Li, F., Yu, K. F., Yang, J., Qi, Z., & Fu, J. H. (2013) · Management and Organization Review · doi:10.1111/more.12027 · Cited by 58
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“Although authentic leadership has been conceptually linked to feedback seeking (Gardner et al., 2005; Ilies et al., 2005; Shamir & Eilam, 2005), the empirical evidence has been lacking.”
BackgroundAuthentic Leadership and High-Performance Human Resource Practices: Implications for Work Engagement
Karam, E. P., Gardner, W. L., Gullifor, D. P., Tribble, L. L., & Li, M. (2017) · Emerald Group Publishing Limited eBooks · doi:10.1108/s0742-730120170000035004 · Cited by 57
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The Satisfaction and Frustration of Basic Psychological Needs in Engaging Leadership
van Tuin, L., Schaufeli, W. B., & van Rhenen, W. (2020) · Journal of Leadership Studies · doi:10.1002/jls.21695 · Cited by 59
Anwar, A., Abid, G., & Waqas, A. (2019) · European Journal of Investigation in Health Psychology and Education · doi:10.3390/ejihpe10010003 · Cited by 56
“The literature on AL from scholarly perceptive highlights different philosophical approaches to improve followers’ well-being [5], where practitioner perceptive shed light on the idea that corporate crisis can be managed with the help of AL [17].”
BackgroundInfluentialHow and when top manager authentic leadership influences team voice: A moderated mediation model
Zheng, X., Liu, X., Liao, H., Qin, X., & Ni, D. (2022) · Journal of Business Research · doi:10.1016/j.jbusres.2022.02.073 · Cited by 48
Joo, B.-K. B., & Nimon, K. (2014) · European journal of training and development · doi:10.1108/ejtd-12-2013-0129 · Cited by 46
“Moreover, there are several versions of AL theory (Avolio et al., 2004; Gardner et al., 2005; Ilies et al., 2005; Shamir and Eilam, 2005).”
BackgroundYasir, M. U., & Mohamad, N. (2016) · International Review of Management and Marketing · Cited by 46
A Multilevel Trust-based Model of Ethical Public Leadership
Mozumder, N. A. (2016) · Journal of Business Ethics · doi:10.1007/s10551-016-3341-1 · Cited by 46
Peifer, C., & Wolters, G. (2021) · Springer eBooks · doi:10.1007/978-3-030-53468-4_11 · Cited by 51
Transformational leadership: Theory, research and application to sports.
Gomes, A. R. (2014) · Portuguese National Funding Agency for Science, Research and Technology (RCAAP Project by FCT) · Cited by 45
Jun, K., Hu, Z., & Sun, Y. (2023) · Frontiers in Psychology · doi:10.3389/fpsyg.2023.1009639 · Cited by 64
“In other words, this component of authentic leadership behavior involves pursuing openness and trust in relationships with followers (Ilies et al., 2005).”
BackgroundLeaders life aspirations and job burnout: a self‐determination theory approach
Roche, M., & Haar, J. M. (2013) · Leadership & Organization Development Journal · doi:10.1108/lodj-10-2011-0103 · Cited by 45
Liborius, P. (2013) · The Journal of Psychology · doi:10.1080/00223980.2013.801335 · Cited by 51
Impact of behavioral integrity on organizational identification
Erkutlu, H., & Chafra, J. (2016) · Management Research Review · doi:10.1108/mrr-01-2015-0011 · Cited by 43
“…the results of this study would inspire future researchers to consider other interpersonal variables in models of leadership and employee’s organizational identification such as social support (Vigoda-Gadot and Talmud, 2010), trust (Mayer et al., 2009), self-disclosure (Ilies et al., 2005), etc.”
BackgroundAboramadan, M., Alolayyan, M. N., Türkmenoğlu, M. A., ÇİÇEK, B., & Farao, C. (2021) · International journal of organizational analysis · doi:10.1108/ijoa-10-2020-2436 · Cited by 55
Xu, Z., Yang, F., & Peng, J. (2021) · Current Psychology · doi:10.1007/s12144-021-01464-6 · Cited by 50
Ortiz-Gómez, M., Molina‐Sánchez, H., Ariza‐Montes, A., & Berjillos, A. D. L. R. (2022) · Psychology Research and Behavior Management · doi:10.2147/prbm.s371300 · Cited by 56
“Through such behaviours, these leaders can increase the satisfaction of their followers, as well as their motivation and commitment, through the creation of personal and social identification with the organization.(28,87) Various studies support the positive relationship between authentic leadership of superiors and w…”
BackgroundMonzani, L., Bark, A. S. H., van Dick, R., & Silla, J. M. P. (2014) · Journal of Business Ethics · doi:10.1007/s10551-014-2335-0 · Cited by 41
How supervisors' reminders relate to subordinates' absorption and creativity
Gevers, J., & Demerouti, E. (2013) · Journal of Managerial Psychology · doi:10.1108/jpm-09-2011-0055 · Cited by 44
Smallfield, J., Hoobler, J. M., & Kluemper, D. H. (2020) · Journal of Organizational Behavior · doi:10.1002/job.2450 · Cited by 47
Student Self-Assessment and Multisource Feedback Assessment
Taylor, S. N. (2013) · Organizational Behavior Teaching Review · doi:10.1177/1052562913488111 · Cited by 49
The Impact of Authentic, Ethical, Transformational Leadership on Leader Effectiveness
Copeland, M. K. (2016) · Fisher Digital Publications (St. John Fisher College) · Cited by 40
Creative and innovative leadership: measurement development and validation
Khalili, A. (2017) · Management Research Review · doi:10.1108/mrr-09-2016-0213 · Cited by 52
Six Sigma success: Looking through authentic leadership and behavioral integrity theoretical lenses
Swain, A. K., Cao, Q. R., & Gardner, W. L. (2018) · Operations Research Perspectives · doi:10.1016/j.orp.2018.04.001 · Cited by 48
Authentic leadership, career self-efficacy and career success: a cross-sectional study
Chughtai, A. A. (2018) · Career Development International · doi:10.1108/cdi-05-2018-0160 · Cited by 54
Kampa, J., Rigotti, T., & Otto, K. (2016) · Industrial Health · doi:10.2486/indhealth.2016-0046 · Cited by 43
Korku, C., & Kaya, S. (2022) · International Journal of Occupational Safety and Ergonomics · doi:10.1080/10803548.2022.2112445 · Cited by 40
Authentic leadership and the ethic of care
Atwijuka, S., & Caldwell, C. (2017) · Journal of Management Development · doi:10.1108/jmd-12-2016-0331 · Cited by 40
Weinberg, F. J. (2019) · Group & Organization Management · doi:10.1177/1059601119838689 · Cited by 50
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“Authentic leaders objectively analyze data, such as employees’ disparate ideas and proposals, and consequently increase followers’ trust and respect toward the leader (Avolio et al., 2004; Gardner et al., 2005; Ilies et al., 2005; Rego et al., 2012).”
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Age cohort effects, gender, and Romanian leadership preferences
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“Most researchers agree that there has been significant progress from early trait and behavior-based theories to present thinking that stresses composite theories of leadership ( Ilies et al. , 2005”
Background
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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