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
Overview
Integrity signals
Registry
Cites
Statistics
Verification
Claims the paper makes
Claims other papers make about this one
Each is checked against this paper’s own text: does it say what the citing paper says it does?
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
Citations
Cites
Ryan, R. M., & Deci, E. L. (2000) · American Psychologist · doi:10.1037//0003-066x.55.1.68 · Cited by 54,599
Intrinsic Motivation and Self-Determination in Human Behavior
Deci, E. L., & Ryan, R. M. (1985) · doi:10.1007/978-1-4899-2271-7 · Cited by 26,772
Kytle, J., & Bandura, A. (1978) · Contemporary Sociology · doi:10.2307/2065952 · Cited by 25,422
Intrinsic Motivation and Self-Determination in Human Behavior
Miller, K. A. J., Deci, E. L., & Ryan, R. M. (1988) · Contemporary Sociology A Journal of Reviews · doi:10.2307/2070638 · Cited by 15,406
Happiness is everything, or is it? Explorations on the meaning of psychological well-being.
Ryff, C. D. (1989) · Journal of Personality and Social Psychology · doi:10.1037/0022-3514.57.6.1069 · Cited by 14,847
Exchange and Power in Social Life.
Bierstedt, R., & Blau, P. M. (1965) · American Sociological Review · doi:10.2307/2091154 · Cited by 13,625
The Social Identity Theory of Intergroup Behavior
Tajfel, H., & Turner, J. C. (2004) · Political Psychology · doi:10.4324/9780203505984-16 · Cited by 13,467
Subjective well-being: Three decades of progress.
Diener, E., Suh, E. M., Lucas, R. E., & Smith, H. L. (1999) · Psychological Bulletin · doi:10.1037/0033-2909.125.2.276 · Cited by 12,910
The norm of reciprocity: A preliminary statement
Gouldner, A. W. (1960) · American Sociological Review · doi:10.2307/2092623 · Cited by 12,001
On Happiness and Human Potentials: A Review of Research on Hedonic and Eudaimonic Well-Being
Ryan, R. M., & Deci, E. L. (2001) · Annual Review of Psychology · doi:10.1146/annurev.psych.52.1.141 · Cited by 11,567
Research works printed but not linked: 1
- Haybron, 2001, Happiness and pleasure, Philosophy and Phenomenological Research, 62, 501
Cited by
Sorted by citations
Items 301–400 of 998
Corporate Sustainability: Impact Factors on Organizational Innovation in the Industrial Area
Fan, Y.-J., Liu, S., Luh, D.-B., & Teng, P.-S. (2021) · Sustainability · doi:10.3390/su13041979 · Cited by 43
“True leaders are aware of their beliefs and values and are committed to developing followers and creating a positive and engaging organizational environment [36].”
BackgroundAuthentic leadership in illness blogs: What we can learn from jaw surgery bloggers
Mitchell, M. (2016) · Cogent Social Sciences · doi:10.1080/23311886.2016.1271270 · Cited by 38
“According to Ilies, Morgeson, and Nahrgang (2005), self-awareness: refers to one’s awareness of, and trust in, one’s own personal characteristics, values, motives, feelings, and cognitions … and includes knowledge of one’s inherent contradictory self-aspects, and the role of these contradictions in…”
BackgroundExamining the Effects of Servant Leadership on Life Satisfaction
Chughtai, A. A. (2017) · Applied Research in Quality of Life · doi:10.1007/s11482-017-9564-1 · Cited by 42
The relationship between authentic leaders and employees’ creativity
Semedo, A. S., Coelho, A., & Ribeiro, N. M. P. (2018) · International Journal of Workplace Health Management · doi:10.1108/ijwhm-06-2017-0048 · Cited by 42
Engelbrecht, A. S., & Samuel, M. O. (2019) · South African Journal of Economic and Management Sciences · doi:10.4102/sajems.v22i1.2338 · Cited by 38
Burch, T. (2019) · Journal of Business and Psychology · doi:10.1007/s10869-019-09641-y · Cited by 43
Agnew, Ç., & Flin, R. H. (2013) · International Journal of Nursing Studies · doi:10.1016/j.ijnurstu.2013.10.001 · Cited by 38
“on safety-related outcomes might signal a mediating effect of identification with the leader (Ilies et al., 2005).”
BackgroundAuthenticity in the Bureau-enterprise Culture
Woods, P. A. (2007) · Educational Management Administration & Leadership · doi:10.1177/1741143207075395 · Cited by 39
How CEOs’ inclusive leadership fuels employees’ well-being: a three-level model
Cao, M., Zhao, Y., & Zhao, S. (2022) · The International Journal of Human Resource Management · doi:10.1080/09585192.2022.2077126 · Cited by 41
“However, organizational variables may not only provide constraints or opportunities for the source, transmitters, and recipients but also exert a marked effect on organizational behaviors (Johns, 2006; Peters et al., 1985). Wo et al. (2019), in their review of the trickle effect, urged future researchers to pay more a…”
BackgroundAuthentic leadership for teacher’s academic optimism
Srivastava, A. P., & Dhar, R. L. (2016) · European journal of training and development · doi:10.1108/ejtd-12-2015-0096 · Cited by 37
Authentic Leadership Questionnaire: invariance between samples of Brazilian and Portuguese employees
Cervo, C. S., Mónico, L. D. S. M., dos Santos, N. R., Hutz, C. S., & Pais, L. (2016) · Psicologia Reflexão e Crítica · doi:10.1186/s41155-016-0046-4 · Cited by 38
“The first, relational transparency, consists of presentation of the leader’s genuine “self” rather than a modification with regard to the external context (Ilies et al. 2005).”
BackgroundAntecedents of flourishing at work in a fast-moving consumer goods company
Rautenbach, C., & Rothmann, S. (2017) · Journal of Psychology in Africa · doi:10.1080/14330237.2017.1321846 · Cited by 44
Kinsler, L. (2014) · International Coaching Psychology Review · doi:10.53841/bpsicpr.2014.9.1.92 · Cited by 38
Monzani, L., Ripoll, P., & Silla, J. M. P. (2014) · European Journal of Work and Organizational Psychology · doi:10.1080/1359432x.2014.911173 · Cited by 43
“…mechanism of an affective nature is the use of positive emotional contagion to increase followers’ psychological capital (Avey, Luthans, & Youssef, 2008), a positive state-like psychological resource that translates into higher personal expressiveness, self-efficacy and esteem (Ilies et al., 2005).”
BackgroundInfluentialHumility in organizational leadership
Owens, B. P. (2009) · Cited by 37
Development and validation of the adaptive leadership behavior scale (ALBS)
Nöthel, S., Nübold, A., Uitdewilligen, S., Schepers, J., & Hulsheger, U. R. (2023) · Frontiers in Psychology · doi:10.3389/fpsyg.2023.1149371 · Cited by 56
“…the importance for leaders to adapt their behavior to some extent and to consider followers’ perspectives in order to lead successfully (e.g., Ilies et al., 2005; Wang et al., 2017; Williams et al., 2017 adaptive leadership behavior also differs in that it not only includes reacting to…”
Bird, J. J., Dunaway, D. M., Hancock, D. R., & Wang, C. (2013) · Leadership and Policy in Schools · doi:10.1080/15700763.2013.766348 · Cited by 36
Tak, J.-G., Seo, J., & Roh, T. (2019) · Sustainability · doi:10.3390/su11216028 · Cited by 37
“Recently, however, some studies have begun to consider AF as well as AL [17,23,39].”
BackgroundAuthentic Leadership: Moving HR Leaders to a Higher Level
Avolio, B. J., & Walumbwa, F. O. (2006) · Research in personnel and human resources management · doi:10.1016/s0742-7301(06)25007-2 · Cited by 37
Don't be such a downer: Using positive psychology to enhance the value of negative feedback.
O’Malley, A. L., & Gregory, J. B. (2011) · The Psychologist-Manager Journal · doi:10.1080/10887156.2011.621776 · Cited by 37
“Optimally designed performance management systems provide employees with an authentic overview of their current state, thereby taking into account positive and negative aspects of performance (Ilies et al., 2005).”
BackgroundSome evidence for the nonverbal contagion of racial bias
Willard, G., Isaac, K.-J., & Carney, D. R. (2015) · Organizational Behavior and Human Decision Processes · doi:10.1016/j.obhdp.2015.04.002 · Cited by 35
Peck, J. A., & Hogue, M. (2017) · The Leadership Quarterly · doi:10.1016/j.leaqua.2017.10.001 · Cited by 48
Aria, A., Jafari, P., & Behifar, M. (2019) · World Journal of Education · doi:10.5430/wje.v9n3p67 · Cited by 41
Yan, M., Xie, Y., Zhao, J., Zhang, Y., Bashir, M., & Liu, Y. (2020) · Frontiers in Psychology · doi:10.3389/fpsyg.2020.02238 · Cited by 39
Sengupta, S., Sharma, S., & Singh, A. (2020) · Business Perspectives and Research · doi:10.1177/2278533720964298 · Cited by 39
“…well-being (Chan et al., 2005; Gardner et al., 2005; Wong & Cummings, 2009), trust (Chan et al., 2005; Dirks & Ferrin, 2002), employee creativity (Ilies et al., 2005), WE (Giallonardo et al., 2010; Hassan & Ahmed, 2011; Wong & Cummings, 2009), which results in entrepreneurial success (Jensen &…”
BackgroundA comparison of authentic and transformational leadership in sport
Malloy, E., & Kavussanu, M. (2021) · Journal of Applied Social Psychology · doi:10.1111/jasp.12769 · Cited by 41
“Furthermore, Ilies et al. (2005) suggested that authentic leaders spread positive emotions to their followers through processes such as emotional contagion and creating supportive team climates.”
InfluentialJung, K. B., Ullah, S., & Choi, S. B. (2021) · Sustainability · doi:10.3390/su131910802 · Cited by 42
Maunz, L. A., & Glaser, J. (2022) · Journal of Business and Psychology · doi:10.1007/s10869-022-09815-1 · Cited by 51
“, 2008) and the support from employees (Gardner et al., 2005; Ilies et al., 2005).”
BackgroundInfluentialThe effects of altruism and relationship conflict on organizational learning
Guinot, J., Chiva, R., & Broch, F. F. M. (2015) · International Journal of Conflict Management · doi:10.1108/ijcma-12-2013-0100 · Cited by 39
Shared Authentic Leadership in Research Teams: Testing a Multiple Mediation Model
Guenter, H., Gardner, W. L., McCauley, K. D., Randolph-Seng, B., & Prabhu, V. P. (2017) · Small Group Research · doi:10.1177/1046496417732403 · Cited by 41
“Third, SAL instills trust among fellow team members through transparent communication of their true values and preferences (e.g., Ilies et al., 2005; Norman, Avolio, & Luthans, 2010).”
BackgroundInfluencing salespeople’s work outcomes through authentic leadership
Azanza, G., Gorgievski, M. J., Moriano, J. A., & Molero, F. J. (2018) · Leadership & Organization Development Journal · doi:10.1108/lodj-05-2017-0113 · Cited by 35
Servicing through digital interactions andwell-being in virtual communities
Chou, C. Y., Leo, C., & Chen, T. (2021) · Journal of Services Marketing · doi:10.1108/jsm-01-2021-0009 · Cited by 37
Sergeeva, N., & Kortantamer, D. (2021) · International Journal of Project Management · doi:10.1016/j.ijproman.2021.09.001 · Cited by 37
School Principals’ Authentic Leadership and Teachers’ Psychological Capital: Teachers’ Perspectives
Feng-I, F. (2016) · International Education Studies · doi:10.5539/ies.v9n10p245 · Cited by 35
Roberts, L. M. (2013) · Oxford University Press eBooks · doi:10.1093/oxfordhb/9780199557257.013.0056 · Cited by 34
Authentic Leadership and Employee Resilience: A Moderated Mediation Analysis
Mao, Y., Lai, Y., Zhai, Y., Xie, M., Yu, J., Wang, Q., Lu, S., Ma, J., & Bonaiuto, M. (2022) · Frontiers in Psychology · doi:10.3389/fpsyg.2022.901085 · Cited by 44
A systematic review of authentic leadership literature in educational research from 1997 to 2021
Ahmed, E. I. (2023) · Educational Management Administration & Leadership · doi:10.1177/17411432221120467 · Cited by 39
“Ideal authenticity is consistent with well-being (Ilies et al., 2005) and social authenticity is consistent with relational orientation (Kernis, 2003).”
InfluentialMarkham, S. E. (2010) · The Leadership Quarterly · doi:10.1016/j.leaqua.2010.10.011 · Cited by 34
Slepian, M. L., & Carr, E. W. (2018) · Cognition · doi:10.1016/j.cognition.2018.10.009 · Cited by 40
Influence of leaders’ authentic competences on nepotism-favouritism and cronyism
Akuffo, I. N., & Kivipõld, K. (2019) · Management Research Review · doi:10.1108/mrr-02-2019-0078 · Cited by 47
Joo, B.-K. B., Park, S., & Lee, S. (2020) · International Journal of Manpower · doi:10.1108/ijm-02-2020-0056 · Cited by 35
Farr‐Wharton, B., Brunetto, Y., Wankhade, P., Saccon, C., & Xerri, M. J. (2021) · Policing An International Journal · doi:10.1108/pijpsm-09-2020-0156 · Cited by 36
Khan, M. M., Ahmed, S. S., & Khan, E. (2021) · Frontiers in Psychology · doi:10.3389/fpsyg.2021.759241 · Cited by 43
“Leaders with selfawareness know their strengths and weaknesses and the goals they have in their lives (Ilies et al., 2005).”
BackgroundJordan, P. J., & Lindebaum, D. (2015) · The Leadership Quarterly · doi:10.1016/j.leaqua.2015.05.004 · Cited by 40
Soni, M. (2022) · Benchmarking An International Journal · doi:10.1108/bij-04-2021-0209 · Cited by 33
Hoang, G. T., Tuấn, L. T., & Yang, M. (2024) · Cornell Hospitality Quarterly · doi:10.1177/19389655241241471 · Cited by 35
“Aside from these two definitions, other studies cited the definitions proposed by Avolio and Gardner (2005), Ilies et al. (2005), Lux et al. (2019), and Northouse (2012).”
Beneficiary contact moderates relationship between authentic leadership and engagement
Scheepers, C. B., & Elstob, S. L. (2016) · SA Journal of Human Resource Management · doi:10.4102/sajhrm.v14i1.758 · Cited by 32
“za Open Access Research has shown evidence of a positive relationship between authentic leadership and work engagement, and that investment in developing authentic leaders is therefore essential (Avolio, Gardner, Walumbwa, Luthans & May, 2004; Gardner et al., 2011; Hassan & Ahmed, 2011; Ilies et al., 2005; Shamir & Ei…”
BackgroundResultInfluentialPersonal factor effects on authentic leadership
Kotzé, M., & Nel, P. (2017) · Journal of Psychology in Africa · doi:10.1080/14330237.2016.1268291 · Cited by 32
Zhang, J., Song, L. J., Ni, D., & Zheng, X. (2020) · Frontiers in Psychology · doi:10.3389/fpsyg.2020.00879 · Cited by 37
Developing character-based leadership through guided self-reflection
Kiersch, C., & Gullekson, N. L. (2021) · The International Journal of Management Education · doi:10.1016/j.ijme.2021.100573 · Cited by 32
Fennell, K. L. (2021) · Journal of Multidisciplinary Healthcare · doi:10.2147/jmdh.s329628 · Cited by 33
Liu, Z., & Wong, H. (2023) · Leadership & Organization Development Journal · doi:10.1108/lodj-01-2023-0044 · Cited by 38
Authentic Leadership in Nonprofit Sport Organization Boards
Takos, N., Murray, D. W., & O’Boyle, I. (2018) · Journal of Sport Management · doi:10.1123/jsm.2017-0282 · Cited by 31
Relationships among authentic leadership, manager incivility and trust in the manager
Alkaabi, O. A., & Wong, C. A. (2019) · Leadership in health services · doi:10.1108/lhs-06-2019-0030 · Cited by 35
Leading Through Innovation Project Setbacks: How Authentic Leaders Keep Their Innovators Resilient
Todt, G., Weiß, M., & Hoegl, M. (2019) · Project Management Journal · doi:10.1177/8756972819853124 · Cited by 31
“Finally, an outcome of the key attributes of authentic leadership (i.e., openness and truthfulness) are high levels of trust and perceived safety (Agote, Aramburu, & Lines, 2016; Ilies et al., 2005; Lloyd-Walker & Walker, 2011).”
BackgroundLeader emotion regulation, leader‐member exchange (LMX), and followers’ task performance
Moin, M. F., Wei, F., Weng, Q. D., & Bodla, A. A. (2021) · Scandinavian Journal of Psychology · doi:10.1111/sjop.12709 · Cited by 31
Rehman, F. U., & Zeb, A. (2023) · Environmental Science and Pollution Research · doi:10.1007/s11356-023-29928-1 · Cited by 37
Finding Meaning in Highly Uncertain Situations: Servant Leadership during Change
van Dierendonck, D., & Sousa, M. (2016) · Monographs in leadership and management · doi:10.1108/s1479-357120160000008015 · Cited by 32
Effects of ethical leadership on employee performance in Uganda
Obicci, P. A. (2015) · Nihon Keiei Gakkaishi · Cited by 30
Emotions naturally and laboriously expressed: Antecedents, consequences, and the role of valence
Scott, B. A., Lennard, A. C., Mitchell, R. L., & Johnson, R. E. (2019) · Personnel Psychology · doi:10.1111/peps.12382 · Cited by 31
Khattak, S. I., Rizvi, T. H., & Khan, M. A. (2022) · SAGE Open · doi:10.1177/21582440221097918 · Cited by 32
“These leaders nurture constructive psychological capacities (Avolio & Gardner, 2005; Ofori, 2008), psychological capital (Adil & Kamal, 2020), work engagement (Bamford et al., 2013), well-being (Ilies et al., 2005), and job meaningfulness among followers (Chaudhary, 2021).”
BackgroundInfluentialValidating Measures of Leader Authenticity
Randolph-Seng, B., & Gardner, W. L. (2012) · Journal of Leadership & Organizational Studies · doi:10.1177/1548051812464780 · Cited by 30
“Consistent with authentic leadership theory (Gardner, Avolio, Luthans, et al., 2005; Ilies et al., 2005; Shamir & Eilam, 2005) and research demonstrating the effects of behavioral integrity (i.e., word–deed consistency; Simons, 2002, 2008; Simons, Friedman, Liu, & McLean Parks, 2007), we predict…”
BackgroundThe multifaceted nature of mentors’ authentic leadership and mentees’ emotional intelligence
Shapira‐Lishchinsky, O., & Levy-Gazenfrantz, T. (2015) · Educational Management Administration & Leadership · doi:10.1177/1741143215595413 · Cited by 31
“Mentors as authentic leaders know how to set limits, to stand their ground, and to voice their honest opinion fearlessly (Ilies et al., 2005).”
BackgroundZhang, S., Long, R., & Bowers, A. J. (2022) · Educational Management Administration & Leadership · doi:10.1177/17411432221120330 · Cited by 29
“Ilies et al. (2005) proposed that unconditional trust could inspire free exchanges of knowledge and information under authentic leadership.”
Jun, K., Hu, Z., & Lee, J. (2024) · Management Research Review · doi:10.1108/mrr-09-2023-0662 · Cited by 42
Salmi, I., Perttula, J., & Syväjärvi, A. (2014) · The Polar Journal · doi:10.1080/2154896x.2014.913929 · Cited by 40
Potential of Positive Leadership for School Improvement
Louis, K. S., & Murphy, J. (2018) · Nordic Journal of Comparative and International Education (NJCIE) · doi:10.7577/njcie.2790 · Cited by 38
Finding the “I” in “Team”: The role of groups in an individual's pursuit of calling
Buis, B. C., Ferguson, A. J., & Briscoe, J. P. (2019) · Journal of Vocational Behavior · doi:10.1016/j.jvb.2019.02.009 · Cited by 31
Yavuz, M. (2019) · Advances in human resources management and organizational development book series · doi:10.4018/978-1-7998-0058-3.ch008 · Cited by 29
Çiftçi, D. Ö., & Erkanlı, H. (2020) · Business and Economics Research Journal · doi:10.20409/berj.2020.261 · Cited by 32
“Illies et al. (2005) state that authentic leaders carry out transactional processes with their followers through the principles of reciprocity and consistency of values that take place in the social exchange theory and that this transaction increases positive feelings and resources.”
BackgroundInfluentialThe validation of the servant leadership scale
Grobler, A., & Flotman, A.-P. (2020) · SA Journal of Industrial Psychology · doi:10.4102/sajip.v46i0.1754 · Cited by 34
Chevalier, S., Coillot, H., Colombat, P., Bosselut, G., Guilbert, L., & Fouquereau, E. (2021) · Leadership in health services · doi:10.1108/lhs-06-2020-0043 · Cited by 32
Berraies, S. (2022) · European Journal of Innovation Management · doi:10.1108/ejim-11-2021-0568 · Cited by 31
Sarwar, U., Aamir, M. F., Bichao, Y., & Chen, Z. (2023) · Frontiers in Psychology · doi:10.3389/fpsyg.2022.1084963 · Cited by 50
“As a result, followers are inspired to engage in constructive action and develop a sense of self-worth and duty to return the favor (Ilies et al., 2005).”
BackgroundAuthentic Leadership Development in the Classroom: A Narrative Approach
Albert, J. F., & Vadla, K. (2009) · Journal of Leadership Education · doi:10.12806/v8/i1/ab2 · Cited by 30
Nie, P., & Zhang, P.-A. (2008) · Chinese Control and Decision Conference (CCDC) · doi:10.1109/ccdc.2008.4597505 · Cited by 29
“There exist extensive analysis about Stackelberg games (Gal-Or, 1985; Ilies et al., 2005) This paper is organized as follows: In the next section, based on game theory model, we find that the leader will benefit from the game, in which we compare the Stackelberg game with Nash game under the same…”
BackgroundMethodHow unique is the service leadership model? A comparison with contemporary leadership approaches
Shek, D. T. L., Chung, P. P. Y., & Leung, H. (2015) · International Journal on Disability and Human Development · doi:10.1515/ijdhd-2015-0403 · Cited by 36
Ortiz-Gómez, M., Ariza‐Montes, A., & Molina‐Sánchez, H. (2020) · Frontiers in Psychology · doi:10.3389/fpsyg.2020.00076 · Cited by 33
Crossan, M. M., & Mazutis, D. D. (2008) · Business Horizons · doi:10.1016/j.bushor.2007.11.004 · Cited by 29
Mehmood, Q., Hamstra, M. R. W., Nawab, S., & Vriend, T. (2016) · Journal of Occupational and Organizational Psychology · doi:10.1111/joop.12153 · Cited by 39
“Fourth, internalized moral perspective entails that one’s actions accord with one’s values and implies not allowing oneself to be pressured by a group to act otherwise (Avolio & Gardner, 2005; Gardner, Avolio, Luthans, May, & Walumbwa, 2005; Ilies et al. , 2005).”
InfluentialXu, Z., & Pang, N. S. (2024) · Behavioral Sciences · doi:10.3390/bs14100862 · Cited by 54
“Ilies et al. [25] have confirmed that authentic leadership can significantly improve subordinates’ well-being.”
BackgroundAuthentic leadership: development of a new three pillar model
Beddoes-Jones, F., & Swailes, S. (2015) · Strategic HR Review · doi:10.1108/shr-04-2015-0032 · Cited by 27
“For wider reading on authentic leadership and its operating mechanisms, see Gardner et al. (2005a, 2005b), Ilies et al. (2005) and Shamir and Eilam (2005).”
BackgroundDeconstructing work meaningfulness: sources and mechanisms
Chaudhary, R. (2020) · Current Psychology · doi:10.1007/s12144-020-01103-6 · Cited by 34
Kay, A. A., & Young, T. (2021) · Academy of Management Learning and Education · doi:10.5465/amle.2020.0316 · Cited by 31
Wen, Q., Liu, R., & Long, J. (2021) · Frontiers in Psychology · doi:10.3389/fpsyg.2021.626877 · Cited by 28
On the journey toward wholeness in leader theories
Campbell, C. R. (2007) · Leadership & Organization Development Journal · doi:10.1108/01437730710726831 · Cited by 28
“Illustrative leadership theory with cognition at its heart: attribution theory Attribution theory suggests that people continuously engage in cognitive activity directed at explaining their own and others’ behavior (Kelley, 1967). Weiner et al. (1971) proposed that attributions can be categorized as internal, such as…”
BackgroundMonzani, L., Ripoll, P., & Silla, J. M. P. (2015) · Revista Latinoamericana de Psicología · doi:10.1016/s0120-0534(15)30001-7 · Cited by 26
Authentic Leadership: The Role of Self-Awareness in Promoting Coaching Effectiveness
Gatling, A., Castelli, P. A., & Cole, M. L. (2013) · Asia-Pacific Journal of Management Research and Innovation · doi:10.1177/2319510x14523097 · Cited by 28
“Although research has been conducted concerning AL’s impact on job satisfaction and job performance (Gardner et al., 2005; Ilies et al., 2005), and concerning AL’s impact on fostering intrinsic worker motivation (Deci & Ryan, 2000), the current research investigating business coach’s perceptions of AL is relevant and…”
BackgroundMonzani, L., Braun, S., & van Dick, R. (2016) · German Journal of Human Resource Management Zeitschrift für Personalforschung · doi:10.1177/2397002216649896 · Cited by 35
Work–family spillover and crossover effects of authentic leadership in China
Zhou, A., Yang, Z., Kwan, H. K., & Chiu, R. K. (2018) · Asia Pacific Journal of Human Resources · doi:10.1111/1744-7941.12203 · Cited by 29
Servant-leadership, key to follower well-being
van Dierendonck, D., Nuijten, I., & Heeren, I. (2009) · Cambridge University Press eBooks · doi:10.1017/cbo9780511626562.020 · Cited by 29
The Effects of Organizational Leadership on Strategic Internal Communication and Employee Outcomes
Men, L. R. (2012) · Cited by 28
Stewart, D., Verbos, A. K., Birmingham, C., Black, S. L., & Gladstone, J. S. (2017) · Leadership · doi:10.1177/1742715016634182 · Cited by 27
“The state of eudaimonia occurs when individual’s lives are congruent with their core values (Ilies et al., 2005).”
BackgroundLi, X., Seah, R., Wang, X., & Yuen, K. F. (2022) · Technology in Society · doi:10.1016/j.techsoc.2022.102138 · Cited by 33
Leadership for an Age of Wisdom
Branson, C. M. (2009) · Springer eBooks · doi:10.1007/978-90-481-2996-6 · Cited by 27
Rauniar, R., & Cao, Q. R. (2025) · Global Journal of Flexible Systems Management · doi:10.1007/s40171-024-00432-w · Cited by 43
Strategies for leader cognition: Viewing the glass “half full” and “half empty”
Antes, A. L., & Mumford, M. D. (2011) · The Leadership Quarterly · doi:10.1016/j.leaqua.2011.10.001 · Cited by 32
Munyon, T. P., Houghton, J. D., Simarasl, N., Dawley, D., & Howe, M. D. (2021) · Journal of Applied Social Psychology · doi:10.1111/jasp.12762 · Cited by 28
Tang, Y., Xu, E., Huang, X., & Pu, X. (2021) · Human Relations · doi:10.1177/00187267211031834 · Cited by 27
“…demonstrates deep self-awareness (e.g. being clear about priorities), openness to personal weakness (e.g. admitting mistakes), transparency (e.g. sharing thoughts and feelings), and internal standards (e.g. behaving consistently; Ilies et al., 2005; Kernis and Goldman, 2006; Walumbwa et al., 2008).”
BackgroundInfluentialThe influence of trait-emotional intelligence on authentic leadership
Kotzé, M., & Nel, P. (2015) · SA Journal of Human Resource Management · doi:10.4102/sajhrm.v13i1.716 · Cited by 29
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
About these checks
Registry, retraction, Cites and statistics results are computed, not judged, with one exception: a printed reference that no index lists is read once by a model before it counts as a citation error. Claims are extracted by a model and kept only when their quote appears verbatim in the text; each cited source is then checked, with a model’s help, for whether it says what the claim relies on. Those verdicts can be wrong — read the claim’s quote and the cited source before relying on one.
Statistics and arithmetic are recomputed, not judged.
Confidence bands are shown only for fields calibrated on our annotated test set. None is calibrated yet, so no band is shown.
What counts as a claim ›How we measure confidence ›How we check this ›
Are you an author, or do you see a problem with this page? Request a review
