The DOI matches its Crossref record; 109 of the 111 references it cites were found in a registry or an index.
Authentic leadership and eudaemonic well-being: Understanding leader–follower outcomes
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“Moreover, leadership is an increasingly acknowledged factor for follower well-being (Ilies et al. 2005).”
From The Servant Leadership Survey: Development and Validation of a Multidimensional Measure (2011) · cites this paper as Ilies et al. 2005
In the citing paper
“Concurrently, Ilies et al. (2005) wrote that authentic leadership manifests in the authentic leader's eudaimonia, such that they realize who they truly are by expressing who they truly are.”
From Taking Stock of Moral Approaches to Leadership: An Integrative Review of Ethical, Authentic, and Servant Leadership (2019) · cites this paper as Ilies et al., 2005
In the citing paper
“they argue that when leaders display unbiased processing of self-relevant information, personal integrity, and an authentic relational orientation, leader-follower relationships will be characterized by high levels of respect, positive affect, and trust.”
From Authentic leadership development: Getting to the root of positive forms of leadership (2005) · cites this paper as Ilies et al. (2005)
In the citing paper
“Such reciprocity is posited to result in greater authenticity, and wellbeing, among followers.”
From Authentic leadership development: Getting to the root of positive forms of leadership (2005) · cites this paper as Ilies et al. (2005)
In the citing paper
“positive modeling of the various components of authenticity including self-awareness, self-regulatory processes, positive psychological states, and/or a positive moral perspective has been consistently identified as a primary mechanism whereby authentic leaders influence and develop their followers”
From Authentic leadership development: Getting to the root of positive forms of leadership (2005) · cites this paper as Ilies et al., 2005
In the citing paper
“Gardner et al. (2005) and Ilies et al. (2005) both argue that authentic leaders seek to develop associates by modeling and supporting self-determination (i.e., internalized selfregulation).”
From Authentic leadership development: Getting to the root of positive forms of leadership (2005) · cites this paper as Ilies et al., 2005
In the citing paper
“High quality and close relationships will in turn foster greater value congruence and follower reciprocation in the form of behavior that is consistent with the leader's values.”
From Authentic leadership development: Getting to the root of positive forms of leadership (2005) · cites this paper as Ilies et al. (2005)
In the citing paper
“Similarly, Ilies et al. (2005) describe the dynamic processes whereby authentic leaders promote follower-well being”
From Authentic leadership development: Getting to the root of positive forms of leadership (2005) · cites this paper as Ilies et al., 2005
In the citing paper
“For example, the emotional contagion effects described by Ilies et al. (2005) help to clarify how the effects of authentic leadership can spread from the dyad to group and organizational levels.”
From Authentic leadership development: Getting to the root of positive forms of leadership (2005) · cites this paper as Ilies et al., 2005
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Chiaburu, D. S., Diaz, I., & Pitts, V. E. (2011) · Leadership & Organization Development Journal · doi:10.1108/01437731111146569 · Cited by 29
“Authentic leadership in particular is thought to increase overall positive emotion and affectivity in subordinates, and as a byproduct, authentic leadership results in more positive attitudes about the organization (Ilies et al., 2005).”
BackgroundSeco, V. M. M., & Lopes, M. P. (2013) · Open Journal of Leadership · doi:10.4236/ojl.2013.24015 · Cited by 26
Adıgüzel, Z., & Kuloğlu, E. (2019) · International Journal of Organizational Leadership · doi:10.33844/ijol.2019.60412 · Cited by 27
Practical wisdom: A virtue for leaders. Bringing together Aquinas and Authentic Leadership
Ferrero, I., Rocchi, M., Pellegrini, M. M., & Reichert, E. (2020) · Business Ethics A European Review · doi:10.1111/beer.12298 · Cited by 28
Innovation Capabilities and Authentic Leadership: Do They Really Matter to Firm Performance?
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“According to Ilies, Morgeson, and Nahrgang (2005), authentic leaders tend to exert a strong influence on the behavior of their followers to ensure their selfdetermination.”
BackgroundStrengthening referees’ psychological well-being through engagement and authenticity
Kim, M., Kim, H. S., Simmond, A., & Warner, S. M. (2021) · Sport Management Review · doi:10.1080/14413523.2021.1930952 · Cited by 31
“Several studies corroborated the critical role of authenticity in workplaces in enhancing psychological well-being (e.g., Ilies et al., 2005).”
BackgroundChen, L., Li, X., & Lü, X. (2022) · Frontiers in Psychology · doi:10.3389/fpsyg.2022.997638 · Cited by 43
Fine, L. E. (2017) · Advances in Developing Human Resources · doi:10.1177/1523422317728734 · Cited by 25
“Authentic leadership does tend to generate more transformative leader–follower relationships and increased transparency (Iles et al., 2005).”
Backgrounddu Plessis, M., & Boshoff, A. B. (2018) · SA Journal of Human Resource Management · doi:10.4102/sajhrm.v16i0.1007 · Cited by 35
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“Thus, authentic leadership results in positive follower outcomes (Ilies et al., 2005).”
BackgroundMcKenna, B. J., & Rooney, D. (2019) · Cambridge University Press eBooks · doi:10.1017/9781108568272.030 · Cited by 24
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Authentic Leadership and Its Relationship to Ministerial Effectiveness
Puls, T. R., Ludden, L. L., & Freemyer, J. (2014) · Digital Commons - Andrews University (Andrews University) · Cited by 24
Wherry, S., & Heather, M. (2012) · Lincoln (University of Nebraska) · Cited by 24
From Transactional and Transformational Leadership to Authentic Leadership
Walumbwa, F. O., & Wernsing, T. S. (2012) · Oxford University Press eBooks · doi:10.1093/oxfordhb/9780195398793.013.0023 · Cited by 24
Abusive Supervision, Employee Well-Being and Ill-Being: The Moderating Role of Core Self-Evaluations
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Gardner, W. L., Karam, E. P., Noghani, F., Cogliser, C. C., Gullifor, D. P., Mhatre, K. H., Ge, S., Bi, R., Yan, Z., & Dahunsi, D. (2024) · Journal of Management & Organization · doi:10.1017/jmo.2024.68 · Cited by 25
Jang, S., Chung, Y., & Son, H. (2022) · International Journal of Productivity and Performance Management · doi:10.1108/ijppm-08-2021-0448 · Cited by 29
Authentic Leadership and Psychological Well-Being of Nurses: A Mediated Moderation Model
Teo, S., Lux, A. A., & Pick, D. (2023) · Journal of Nursing Management · doi:10.1155/2023/7593926 · Cited by 24
“Tis social learning process can be an infuential mechanism through which authentic leaders can afect followers’ well-being at work [35] by encouraging civility norms [2].”
Review of Practical Implications in Authentic Leadership Studies
Arda, Ö. A., Aslan, T., & Alpkan, L. (2016) · Procedia - Social and Behavioral Sciences · doi:10.1016/j.sbspro.2016.07.135 · Cited by 30
Putting the contradictions back into leadership development
Vince, R., & Pedler, M. (2018) · Leadership & Organization Development Journal · doi:10.1108/lodj-04-2018-0134 · Cited by 23
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Erkutlu, H., & Chafra, J. (2016) · Hacettepe University Journal of Education · doi:10.16986/huje.2016018528 · Cited by 30
“For example, Ilies et al. (2005) argued that authentic leaders are likely to have a positive influence on followers' behaviors because such leaders provide senses of self-determination, security, and * Assoc.”
BackgroundInfluentialSepeng, W., Stander, M. W., van der Vaart, L., & Coxen, L. (2020) · SA Journal of Industrial Psychology · doi:10.4102/sajip.v46i0.1802 · Cited by 24
Nature‐Based Training Program Fosters Authentic Leadership
van Droffelaar, B., & Jacobs, M. H. (2018) · Journal of Leadership Studies · doi:10.1002/jls.21569 · Cited by 22
Levesque-Côté, J., Fernet, C., Morin, A. J. S., & Austin, S. (2020) · Leadership & Organization Development Journal · doi:10.1108/lodj-12-2019-0522 · Cited by 29
Jang, E. (2022) · Frontiers in Psychology · doi:10.3389/fpsyg.2022.722214 · Cited by 29
Oo, P. P., & Allison, T. H. (2022) · Journal of Small Business Management · doi:10.1080/00472778.2022.2122482 · Cited by 21
“Prior research on leadership indeed suggests that leader authenticity leads to positive affect among followers (Ilies et al., 2005) since it can be considered as a positive stimulus.”
BackgroundDurrah, O., Charbatji, O., Chaudhary, M., & Al-Subaey, F. S. (2022) · Psychological Reports · doi:10.1177/00332941221144601 · Cited by 33
“…to ethical standards and values, relationship building, talent, emotional intelligence, trust, integrity, transparency, openness and sharing of ideas and information with others, the ability to objective analysis, realism and honesty with oneself and others in all situations (Ilies et al., 2005).”
BackgroundIntegrating Moral Personhood and Moral Management: A Confucian Approach to Ethical Leadership
Tan, C. (2023) · Journal of Business Ethics · doi:10.1007/s10551-023-05447-4 · Cited by 22
Sumanth, J. J., Černe, M., Hannah, S. T., & Škerlavaj, M. (2023) · Journal of Leadership & Organizational Studies · doi:10.1177/15480518231180064 · Cited by 32
“Such leaders are seen to practice deep introspection, gaining an understanding of their true selves and emotions (Ladkin & Taylor, 2010) and enabling them to project that they know and accept their values, feelings, identity, and motives (Avolio & Gardner, 2005; Ilies et al, 2005).”
BackgroundUlutürk, B., ALTUNTAŞ, E. Y., & Hürmeriç, P. (2024) · International Journal of Business Communication · doi:10.1177/23294884231223521 · Cited by 29
“Psychological empowerment has been considered an underlying mechanism through which authentic leaders affect their followers (Ilies et al., 2005; Walumbwa et al., 2010).”
InfluentialLa spiritualité des dirigeants en situation de passage de leadership
Fourboul, C. V. (2012) · Management & Avenir · doi:10.3917/mav.048.0202 · Cited by 22
Singh, A., Sengupta, S., & Sharma, S. (2016) · International Journal of Human Capital and Information Technology Professionals · doi:10.4018/ijhcitp.2016100101 · Cited by 23
Transformational Leadership: Building an Effective Culture to Manage Organisational Knowledge
Sayyadi, M., & Provitera, M. J. (2017) · Journal of Values-Based Leadership · doi:10.22543/0733.102.1187 · Cited by 22
“management, self-regulation, follower development and organisational context (Avolio & Gardner, 2005; Ilies et al., 2005).”
BackgroundGoing beyond self–other rating comparison to measure leader self‐awareness
Taylor, S. N., Wang, M., & Zhan, Y. (2012) · Journal of Leadership Studies · doi:10.1002/jls.21235 · Cited by 22
Seeing the unseen: ostracism interventionary behaviour and its impact on employees
Fiset, J. E., & Boies, K. (2018) · European Journal of Work and Organizational Psychology · doi:10.1080/1359432x.2018.1462159 · Cited by 22
Hierarchic Power Allocation for Spectrum Sharing in OFDM-Based Cognitive Radio Networks
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“The problem is then transformed to find an optimal strategy for the leader, assuming that the followers react in such a rational way that they optimize their objective functions given the leader’s actions [11].”
BackgroundAwakenings: An Authentic Leadership Development Program to Break the Glass Ceiling
Martínez, M. M., Molina-López, M. M., de Cabo, R. M., Gabaldón, P., González-Pérez, S., & Llanes, G. I. (2021) · Sustainability · doi:10.3390/su13137476 · Cited by 21
“Indeed, through the positivism linked to the eudaemonic well-being mechanism [14], participants reinforce and improve their self-concept perceptions, becoming proud of themselves for their fulfilled goals.”
BackgroundJournal of Business Cases and Applications
Baker, P. D. R. (2014) · ADVANCED SCIENCES INDEX · Cited by 21
An empirical examination of special operations team leaders’ and members’ leadership characteristics
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Human motivation and performance outcomes in the context of downsizing
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“…has been described as ‘the heart of personal integrity and character, thereby significantly influencing a leader’s decision making and strategic actions (Ilies et al., 2005: p. 378); 3) Internalized Moral Perspective which refers to a self-regulation system operated by internal moral values and…”
BackgroundKleynhans, D. J., Heyns, M. M., & Stander, M. W. (2022) · Frontiers in Psychology · doi:10.3389/fpsyg.2022.955300 · Cited by 30
“, 2011) and the well-being of team members by means of different mechanisms (Ilies et al., 2005).”
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Liderança autêntica: uma revisão integrativa
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“Through contagion effects (Ilies et al., 2005; Norman, Luthans, & Luthans, 2005), the psychological strengths of authentic leaders may promote the employees’ overall PsyCap.”
BackgroundAuthenticity at work: a moderated mediation analysis
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“With respect to the final component of authentic leadership, balanced processing, Ilies et al.’s (2005) leverage Ryff and Keyes’ (1995) contributions, claiming balanced processing results in self-acceptance, and positive relational orientation.”
BackgroundSelf, follower, organization and the context – a cross cultural view of authentic leadership
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“Generally, some research on leadership character could identify various values considered representing leadership character (Russell & Stone, 2002; Ilies et al., 2005; Shamir & Eilam, 2005; Peus et al., 2010; Fry & Cohen, 2009; Thompson et al., 2008).”
BackgroundSalleh, E. S. M., Mansor, Z. D., Zainal, S. R. M., & Yasin, I. M. (2020) · Asian Academy of Management Journal · doi:10.21315/aamj2020.25.1.7 · Cited by 24
“Leaders of this style are also profoundly mindful of their values and beliefs, as well as being genuine, dependable, and trustworthy; where they can create a positive work environment as well as promote positive emotions, transparency, truthfulness, and openness in the leader and employee relationship (Avolio & Gardne…”
BackgroundHaque, A. U., Sher, A., & Urbański, M. (2020) · Forum Scientiae Oeconomia · doi:10.23762/fso_vol8_no2_4 · Cited by 23
“Self-awareness is higher among authentic leaders (Ilies, et al., 2005).”
InfluentialCan I Be Who I Am? Psychological Authenticity Climate And Employee Outcomes
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Authentic leadership and follower trust in the leader: The effect of precariousness
Kleynhans, D. J., Heyns, M. M., & Stander, M. W. (2021) · SA Journal of Industrial Psychology · doi:10.4102/sajip.v47i0.1904 · Cited by 20
“Authentic leaders may also instil enhanced admiration in their followers by demonstrating their internalised moral perspective through applying high moral standards and ethical behaviours (Ilies et al., 2005) rather than being influenced by external pressures and opinions.”
BackgroundFollowers’ agreeableness and extraversion and their loyalty towards authentic leadership
Monzani, L., Ripoll, P., & Silla, J. M. P. (2014) · Psicothema · doi:10.7334/psicothema2013.67 · Cited by 19
“Furthermore, because these leaders establish open and transparent relations with followers, Ilies et al. (2005) proposed, and Hsiung, (2011) found that authentic leadership behaviors predict high quality LMX.”
Character in Action: A Case of Authentic Educational Leadership that Advanced Equity and Excellence
Beard, K. S. (2013) · Journal of School Leadership · doi:10.1177/105268461302300605 · Cited by 20
“Walumbwa and colleagues (2008) defined authentic leadership based on the construct posited by Gardner and colleagues (2005) and Ilies, Morgeson, and Nahrgang (2005): a pattern of leader behavior that draws upon and promotes both positive psychological capacities and a positive ethical climate, to…”
BackgroundErtürk, A., Broeck, H. V. D., & Verbrigghe, J. (2018) · Leadership & Organization Development Journal · doi:10.1108/lodj-02-2016-0048 · Cited by 22
DeMatthews, D. E., & Izquierdo, E. (2017) · Journal of School Leadership · doi:10.1177/105268461702700302 · Cited by 23
“These findings align with existing research describing how authenticity creates “meaningfulness of employees’ lives” (Ilies et al., 2005, p. 374).”
ResultEnhancing Employee Well-Being Through Internal Communication
Walden, J. A. (2021) · New perspectives in organizational communication · doi:10.1007/978-3-030-78213-9_9 · Cited by 19
Macamo, A., & Klasmeier, K. N. (2024) · European Journal of Work and Organizational Psychology · doi:10.1080/1359432x.2024.2361511 · Cited by 22
“Authentic leadership can be a meaningful daily resource against negative well-being (Ilies et al., 2005).”
The Authenticity of the Others: How Teammates’ Authenticity Relates to Our Well-Being
Emmerich, A., Knoll, M. S., & Rigotti, T. (2019) · Small Group Research · doi:10.1177/1046496419874877 · Cited by 25
Factors associated with family cohesion and adaptability among Chinese registered nurses
Huang, L., Ya, W., & Huang, H. (2020) · Journal of Clinical Nursing · doi:10.1111/jocn.15527 · Cited by 18
Gigol, T. (2021) · PLoS ONE · doi:10.1371/journal.pone.0251465 · Cited by 19
“Authentic leadership positively influences the followers’ identification with an organization because the followers identify with the leader who expresses the objectives and pursuits of the organization [70, 71].”
BackgroundAkhtar, M. W., Aslam, M. K., Huo, C., Akbar, M., Afzal, M. U., & Rafiq, M. (2022) · Kybernetes · doi:10.1108/k-06-2021-0446 · Cited by 18
The benefits of ambidextrous leadership behavior for the workplace well-being of leaders
Hou, N., Peng, J., & Nie, Q. (2022) · Current Psychology · doi:10.1007/s12144-022-03900-7 · Cited by 18
Arriagada-Venegas, M., Ariño-Mateo, E., Ramírez-Vielma, R., Nazar, G., & Pérez‐Jorge, D. (2022) · Europe’s Journal of Psychology · doi:10.5964/ejop.6125 · Cited by 24
“Research has shown the bene fits of authentic leadership in the processes of social identification of workers, specifically with their organization and with their workgroup (Gardner et al., 2005; Ilies et al., 2005; Wong et al., 2010).”
BackgroundDimitriou, C. K. (2022) · Research in Hospitality Management · doi:10.1080/22243534.2022.2133770 · Cited by 18
“Ilies et al. (2005) define leadership as a four-component construct, consisting of self-awareness, unbiased processing, authentic behaviour/actions and relational authenticity.”
BackgroundAuthentic leadership strategies in support of mentoring processes
Shapira‐Lishchinsky, O., & Levy-Gazenfrantz, T. (2015) · School Leadership and Management · doi:10.1080/13632434.2014.992777 · Cited by 18
“Their goals are to listen to the mentees, share with them, set limits and to voice their honest opinion fearlessly (Ilies, Morgeson, and Nahrgang 2005).”
BackgroundAs prioridades axiológicas do líder autêntico: um estudo sobre valores e liderança
Sobral, F. J. B. D. A., & Gimba, R. D. F. (2012) · RAM. Revista de Administração Mackenzie · doi:10.1590/s1678-69712012000300006 · Cited by 18
Johnsen, C. G. (2015) · Journal of Business Ethics · doi:10.1007/s10551-015-2968-7 · Cited by 18
Petan, L., & Bocârnea, M. C. (2016) · Procedia - Social and Behavioral Sciences · doi:10.1016/j.sbspro.2016.05.100 · Cited by 18
“Though, as acknowledged by Walumbwa et al., there have been many conceptualizations of authentic leadership, their work draws on the research by Avolio and Gardner (2005) and Ilies, Morgeson, and Nahrgang (2005) for three reasons.”
BackgroundAUTHENTIC LEADERSHIP: SCIENTIFIC PRODUCTION ANALYSIS AND MEASUREMENT SCALES
PIOLI, B. L. T., Feuerschütte, S. G., Tezza, R., & Cancellier, É. L. P. D. L. (2020) · RAM. Revista de Administração Mackenzie · doi:10.1590/1678-6971/eramg200126 · Cited by 23
“The increase of quantitative publications in 2008 is justified by the preparation, in that year, of the ALQ by Walumbwa et al. (2008), which was the first construct measurement instrument based on a 16-item scale constructed from the multidimensional framework proposed by Ilies et al. (2005).”
BackgroundMethodInfluentialAdendorff, G., Dick, T., Xerri, M. J., & Brunetto, Y. (2021) · Australian Journal of Public Administration · doi:10.1111/1467-8500.12467 · Cited by 21
Bradley-Cole, K. (2021) · Leadership · doi:10.1177/17427150211016163 · Cited by 20
“This temporal aspect of past through to future is congruent with the humanistic perspective of authentic leadership offered by Ilies et al. (2005) who posited that the journey to authenticity is an eudaemonic endeavour encompassing the fostering of positive social exchanges that underpin the…”
BackgroundCrowley, D., Homeniuk, R., & Delargy, Í. (2020) · BMJ Open · doi:10.1136/bmjopen-2020-040556 · Cited by 5
Ménard, J., & Brunet, L. (2011) · Pratiques Psychologiques · doi:10.1016/j.prps.2010.10.003 · Cited by 18
The Authentic‐Machiavellian Leadership Grid: A Typology of Leadership Styles
Rego, P., Lopes, M. P., & Simpson, A. V. (2017) · Journal of Leadership Studies · doi:10.1002/jls.21524 · Cited by 17
Understanding Authentic Leadership Style: The Satya Nadella Microsoft Approach
Prakash, D., Bisla, M., & Rastogi, S. G. (2021) · Open Journal of Leadership · doi:10.4236/ojl.2021.102007 · Cited by 20
Geibel, H. V., Rigotti, T., & Otto, K. (2022) · Journal of Applied Social Psychology · doi:10.1111/jasp.12877 · Cited by 29
Flaws and all: How mindfulness reduces error hiding by enhancing authentic functioning.
Choi, E., Leroy, H., Johnson, A. M., & Nguyen, H. (2022) · Journal of Occupational Health Psychology · doi:10.1037/ocp0000327 · Cited by 18
Nawaz, A., & Tian, R. G. (2022) · International Journal of Managing Projects in Business · doi:10.1108/ijmpb-12-2021-0329 · Cited by 17
Li, X., & Zhang, J. (2022) · Frontiers in Psychology · doi:10.3389/fpsyg.2022.938878 · Cited by 20
“These findings also agree with previous research holding that authentic leaders are well positioned to impact levels of positivity and performance in followers when performing in more stressful contexts (Avolio et al., 2004; Ilies et al., 2005; Peterson et al., 2012).”
ResultFarid, T., Iqbal, S., Basahal, A. S., Khattak, A. N., Khan, M. K., & Salam, M. A. (2022) · Frontiers in Public Health · doi:10.3389/fpubh.2022.1018599 · Cited by 20
Kim, M., Kim, A. C. H., & Reid, C. (2017) · International Journal of Sport Management and Marketing · doi:10.1504/ijsmm.2017.083985 · Cited by 17
Employees’ perceptions of their manager’s authentic leadership
Mehmood, Q., Hamstra, M. R. W., & Schreurs, B. H. J. (2019) · Personnel Review · doi:10.1108/pr-03-2019-0097 · Cited by 17
Qian, J., Yang, F., & Han, Z. R. (2015) · Current Psychology · doi:10.1007/s12144-015-9316-z · Cited by 18
Brady, L. T., Fong, L., Waninger, K. N., & Eidelman, S. M. (2009) · Intellectual and developmental disabilities · doi:10.1352/1934-9556-47.5.358 · Cited by 17
“…inspiring followers to identify with the leader and organization, (b) establishing links between the authentic leader and follower moods and emotions, (c) providing positive behavioral modeling, (d) supporting self-determination, and (e) encouraging positive social exchanges (Ilies et al., 2005).”
InfluentialMulti-Level Analysis of Authentic Leadership from a Turkish Consruction Engineers Perspective
Özkan, S., & Ceylan, A. (2012) · South East European Journal of Economics and Business · doi:10.2478/v10033-012-0018-2 · Cited by 16
“Ilies et al. (2005) argued that “when leaders display unbiased processing of selfrelevant information, personal integrity, and an authentic relational orientation, leader–follower relationships will be characterized by high levels of respect, positive affect, and trust.”
BackgroundBrokering Trust to Enhance Leadership: A Self-Monitoring Approach to Leadership Emergence
Kilduff, M. J., Mehra, A., Gioia, D. A., & Borgatti, S. P. (2017) · Knowledge and space · doi:10.1007/978-3-319-45023-0_11 · Cited by 18
Bambale, A. J., Shamsudin, F. M., Chandrakantan, A., & Subramaniam, L. (2011) · Universiti Utara Malaysia Institutional Repository (Universiti Utara Malaysia) · Cited by 17
Oh, H.-S., & Tak, J. (2016) · Journal of Distribution Science · doi:10.15722/jds.14.3.201603.11 · Cited by 16
“…working together with an authentic leader can learn and do authentic behaviors such as self-awareness, relational transparency, balanced information processing and internalized moral perspective through positive modeling(Avolio et al., 2004; Gardner et al., 2005; George, 2003; Ilies et al., 2005).”
BackgroundEffects of emerging leadership styles on engagement – a mediation analysis in a military context
Moreno, A. R., Bravo, M. I. R., García-Guiu, C., Fernández, L. M. L., Extremera, N., Navarro‐Carrillo, G., & Valor‐Segura, I. (2021) · Leadership & Organization Development Journal · doi:10.1108/lodj-05-2020-0222 · Cited by 19
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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