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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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Exploring positive school leadership practices in Iranian primary schools
Kouhsari, M., Navehebrahim, A., Zeinabadi, H., & Abbasian, H. (2022) · International Journal of Leadership in Education · doi:10.1080/13603124.2022.2052759 · Cited by 16
“Additionally, the psychological states are linked to important “motivational behavioral outcomes and self-awareness (Ilies et al., 2005).”
Johnson, H. H., Bluhm, D. J., Hannah, S. T., Avolio, B. J., & Lester, P. B. (2023) · Human Performance · doi:10.1080/08959285.2023.2261002 · Cited by 20
“PsyCap is a higher-order construct comprised of four state-like psychological resources of hope, self-efficacy, resilience, and optimism (Avey et al., 2011; Avolio et al., 2004; Ilies et al., 2005; Luthans & Avolio, 2003; Woolley et al., 2011).”
BackgroundSchoofs, L., Maunz, L. A., & Glaser, J. (2023) · Current Psychology · doi:10.1007/s12144-023-05480-6 · Cited by 27
“Leaders’ authenticity is assumed to significantly impact both their own and their followers’ eudaimonic well-being (Ilies et al., 2005).”
InfluentialLavoie‐Tremblay, M., Boies, K., Clausen, C., Fréchette, J., Manning, K. E., Gelsomini, C., Cyr, G., Lavigne, G. L., Gottlieb, B., & Gottlieb, L. N. (2024) · International Journal of Nursing Studies Advances · doi:10.1016/j.ijnsa.2024.100184 · Cited by 20
How does authentic leadership drive hotel employees to innovate? A cross-level influencing process
Lin, Q. (2024) · International Journal of Hospitality Management · doi:10.1016/j.ijhm.2024.103890 · Cited by 18
Chaudhary, R., Srivastava, S., & Singh, L. B. (2024) · The International Journal of Human Resource Management · doi:10.1080/09585192.2024.2424289 · Cited by 16
“…may include positive self-concept, emotional intelligence, self-esteem, integrity, self-monitoring, learning goal orientation, past positive relations etc., as these traits have been reported to be significant determinants of authentic leadership emergence and effectiveness (Ilies et al., 2005).”
Rafiq, M., & Xiuqing, D. (2025) · Leadership & Organization Development Journal · doi:10.1108/lodj-08-2023-0417 · Cited by 16
Followership in an Open-Source Software Project and its Significance in Code Reuse1
Jiang, Q., Tan, C., Sia, C. L., & Wei, K. (2019) · MIS Quarterly · doi:10.25300/misq/2019/14043 · Cited by 16
Yu, H. C., Guchait, P., Achyldurdyyeva, J., & Paşamehmetoğlu, A. (2021) · Journal of Hospitality and Tourism Management · doi:10.1016/j.jhtm.2021.04.007 · Cited by 16
Xu, Z., & Yang, F. (2018) · Journal of Pacific Rim Psychology · doi:10.1017/prp.2018.23 · Cited by 18
“Also, organisations can obtain more authentic leaders by implementing some developmental initiatives to foster each of the components of authentic leadership (Ilies et al., 2005).”
BackgroundKim, B., Kim, M., & Lee, J. (2024) · Current Psychology · doi:10.1007/s12144-024-06953-y · Cited by 18
“Moreover, authentic leaders are instrumental in cultivating a conducive organizational atmosphere that bolsters the organization’s overall effectiveness (Ilies et al., 2005).”
Fu, H., Du, Y., & Wang, Z. (2022) · International Journal of Environmental Research and Public Health · doi:10.3390/ijerph19095492 · Cited by 15
“At the same time, the self-awareness of the leader can also promote employees’ self-awareness; thus improving the reasonable cognition of their own abilities in taking charge [51,52].”
BackgroundChen, G., & Wei, J. (2023) · Leadership & Organization Development Journal · doi:10.1108/lodj-04-2022-0205 · Cited by 15
Jun, K., Hu, Z., & Lee, J. (2023) · Behavioral Sciences · doi:10.3390/bs13070572 · Cited by 18
“Similarly, authentic leaders can stimulate their followers to align and connect not only with the leader but also with their organization [16].”
BackgroundLeadership competencies of first-level military leaders
Meerits, A., & Kivipõld, K. (2020) · Leadership & Organization Development Journal · doi:10.1108/lodj-09-2019-0392 · Cited by 24
The Relationship between Authentic Leadership and Work Engagement
Başaran, R., & KIRAL, E. (2020) · International Journal of Contemporary Educational Research · doi:10.33200/ijcer.767560 · Cited by 17
“It can be thought to be effective on teachers’ feeling vigorous that It can be thought that the school principal's manager to express himself clearly and accurately (Ilies et al., 2005) with the effort of providing confidence, which is the most important goal, as well as possible different results.”
BackgroundEaton, A. A., Stephens, D. P., Ruvalcaba, Y., & Banks, J. (2021) · Journal of Community Psychology · doi:10.1002/jcop.22579 · Cited by 15
Authentic leadership style and its implications in project management
Toor, S., Ofori, G., & Arain, F. M. (2007) · Business Review · doi:10.54784/1990-6587.1112 · Cited by 14
“Ilies et al. (2005) also present their multi-component model of authentic leadership.”
BackgroundInfluentialPsychometric integrity of the C hinese H appiness I nventory among retired older people in T aiwan
Chiang, H., Lin, L., & Lee, T. S. (2015) · Geriatrics and gerontology international/Geriatrics & gerontology international · doi:10.1111/ggi.12568 · Cited by 15
A Cross-Sectional Survey of Age and Sense of Authenticity among Japanese
Ito, M., Horikoshi, M., & Kodama, M. (2009) · Psychological Reports · doi:10.2466/pr0.105.2.575-581 · Cited by 15
DELPHI TECHNIQUE: ENHANCING RESEARCH IN TECHNICAL AND VOCATIONAL EDUCATION
Nashir, I. M., Mustapha, R., & Yusoff, A. M. (2015) · Journal of Technical Education and Training · Cited by 15
Franke-Bartholdt, L., Frömmer, D., Wegge, J., & Strobel, A. (2018) · Zeitschrift für Arbeits- und Organisationspsychologie A&O · doi:10.1026/0932-4089/a000268 · Cited by 15
Tokarz, A., & Malinowska, D. (2019) · Sustainability · doi:10.3390/su11082222 · Cited by 20
“In addition, studies about the links between leadership and positive outcomes are emerging: The well-being and the development of followers [38], and followers’ job engagement [39].”
BackgroundBiomimetic Leadership for 21st Century Companies
Olaizola, E., Morales‐Sánchez, R., & Huerta, M. E. (2021) · Biomimetics · doi:10.3390/biomimetics6030047 · Cited by 15
“Authentic leaders generate confidence, optimism, resilience and moral strength [31], and offer greater social identification with the group and organizational principles [32].”
BackgroundInfluentialInitiative in Work Teams: Lever between Authentic Leadership and Results
Lisbona, A., Gil, A. L. H., Descals, F. J. P., & Fresé, M. (2021) · International Journal of Environmental Research and Public Health · doi:10.3390/ijerph18094947 · Cited by 19
“According to Ilies et al. (2005) [41], leaders influence their followers through five mechanisms: personal and organizational identification; positive emotional contagion, which could be a pre-requisite to achieving a shared, positive and fulfilling, and motivational emergent state of work, such as…”
BackgroundPulido‐Martos, M., Cortés-Denia, D., Luque-Reca, O., & López‐Zafra, E. (2022) · Current Psychology · doi:10.1007/s12144-022-03938-7 · Cited by 22
“Finally, due to their reflection of the group and organizational interests (Ilies et al., 2005) and the high identification of followers with such leaders, the work environment would avoid the perception of competition, leading the employee to experience lower levels of overcommitment.”
BackgroundMalloy, E., Yukhymenko–Lescroart, M. A., & Kavussanu, M. (2022) · International Journal of Sports Science & Coaching · doi:10.1177/17479541221139280 · Cited by 17
“One cannot be considered authentic unless one is aware of oneself and so self-awareness is key to authentic leadership.(9) Relational transparency pertains to authentic leaders being open with their followers through showing their true thoughts and feelings, while minimizing the expression of inappropriate emotions.”
BackgroundResultInfluentialHow remote working increases the importance of positive leadership for employee vigor
Caniëls, M. C. J. (2023) · Frontiers in Psychology · doi:10.3389/fpsyg.2023.1089557 · Cited by 30
“Authentic leaders are self-aware, understand their own strengths and weaknesses, and are able to regulate their behavior to reflect their own norms and values (Avolio and Gardner, 2005; Ilies et al., 2005; Adams et al., 2020).”
BackgroundObuba, M. O. (2023) · Open Journal of Leadership · doi:10.4236/ojl.2023.121007 · Cited by 24
Authentic leadership in a health sciences university
Al-Moamary, M. S., Al-Kadri, H. M., & Tamim, H. (2016) · Medical Teacher · doi:10.3109/0142159x.2016.1143092 · Cited by 13
“2005); relational transparency (4 item) that characterized leaders to be openly sharing and disclosing information and expressing true thoughts that will ultimately build trust, confidence and credibility (Ilies et al. 2005); and self-awareness (4 item) that characterized leaders to reflect on self-awareness about the…”
BackgroundInfluentialLinking Motivational Leadership with Creativity
Thrassou, A., Orfanos, D., & Tsoukatos, E. (2018) · Palgrave studies in cross-disciplinary business research, in association with EuroMed Academy of Business · doi:10.1007/978-3-319-90945-5_5 · Cited by 14
Cengiz Ucar, A., Alpkan, L., & Elçi, M. (2021) · International Journal of Organizational Leadership · doi:10.33844/ijol.2021.60538 · Cited by 19
“The authentic leader also inspires employees with encouragement and enthusiasm using emotional experiences such as hope and optimism (Ilies et al., 2005; Zhou & George, 2003).”
BackgroundValidation of the Organizational Dehumanization Scale in Spanish-Speaking Contexts
Ariño-Mateo, E., Ramírez-Vielma, R., Arriagada-Venegas, M., Nazar, G., & Pérez‐Jorge, D. (2022) · International Journal of Environmental Research and Public Health · doi:10.3390/ijerph19084805 · Cited by 15
Relational Behavior of Leaders
Gilbert, G. R., Myrtle, R. C., & Sohi, R. S. (2014) · Journal of Leadership & Organizational Studies · doi:10.1177/1548051814548278 · Cited by 14
Bakari, H., & Hunjra, A. I. (2017) · Business & Economic Review · doi:10.22547/ber/9.2.2 · Cited by 14
Themed book reviews: Communication, discourse and leadership
Tourish, D. (2007) · Human Relations · doi:10.1177/0018726707084306 · Cited by 14
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Wonder-inspired leadership: Cultivating ethical and phenomenon-led healthcare
Hansen, F. T., & Jørgensen, L. B. (2021) · Nursing Ethics · doi:10.1177/0969733021990791 · Cited by 13
“When elaborating on what is meant by ‘eudaemonic well-being’, Illies et al. describe it as a psychological state of mind that they call ‘psychological authenticity’ (p. 379), which is expressed through psychological categories such as Personal Expressiveness, Self-Realization/Development, Flow Experiences and Self-Eff…”
BackgroundInfluentialChen, G., Wang, J., Dong, Z., & Zhang, X. (2023) · Frontiers in Psychology · doi:10.3389/fpsyg.2022.1046914 · Cited by 13
Silva, V., Duarte, A. P., & Oliveira, J. P. (2023) · Administrative Sciences · doi:10.3390/admsci13100219 · Cited by 28
Leaders of Character: The USAFA Approach to Ethics Education and Leadership Development
Cycyota, C. S., Ferrante, C. J., Green, S. G., Heppard, K. A., & Karolick, D. M. (2011) · Journal of Academic Ethics · doi:10.1007/s10805-011-9138-z · Cited by 14
“The second year continues the focus on authentic leadership with a broader view of establishing trust and accountability with followers and working in teams ( Ilies et al. 2005 ) by inviting second year students to participate in a new, high adventure team based course that emphasizes interpersonal and team leadership…”
BackgroundKaraszewski, R., & Lis, A. (2015) · Journal of Corporate Responsibility and Leadership · doi:10.12775/jcrl.2014.004 · Cited by 13
“Referring to definitions by Luthans and Avolio (2003) and the models of authentic leadership developed by Gardner et al. (2005) and ilies et al. (2005), Walumbwa et al. (2008, p. 94) describe authentic leadership as “a pattern of leader behaviour that draws upon and promotes both psychological…”
MethodEffect of ethical leadership on employee performance in uganda
Obicci, P. A. (2014) · Journal of Management and Science · doi:10.26524/jms.2014.22 · Cited by 15
“Ilies et al. (2005) postulates that balance processing is at the base of personal integrity.”
Forsyth, D. R. (2019) · Routledge eBooks · doi:10.4324/9780429352621 · Cited by 28
Batra, S., & Rastogi, A. K. (2023) · South Asian Journal of Human Resources Management · doi:10.1177/23220937221148074 · Cited by 13
“Since authentic leaders prefer serving others over their success (George & Sims, 2007), they are likely to succeed in ‘creating a positive and engaging organisational context’ (Ilies et al., 2005, p. 374).”
Naidoo, J. S., & Dulek, R. E. (2016) · International Journal of Business Communication · doi:10.1177/2329488416675448 · Cited by 13
The Importance of Authentic Leadership to all Generations Represented within Academic Pharmacy
Pinelli, N. R., Sease, J. M., Nola, K., Kyle, J. A., Heldenbrand, S. D., Penzak, S. R., & Ginsburg, D. B. (2018) · American Journal of Pharmaceutical Education · doi:10.5688/ajpe6694 · Cited by 13
“Authentic leaders aremore likely to have positive relationshipswith their followers, leading to greater value congruence and follower reciprocation that is consistent with the authentic leader’s own values.(23) Because authentic leaders are true to themselves, they exhibit behaviors that positively transform associate…”
BackgroundBunjak, A., & Černe, M. (2018) · Frontiers in Psychology · doi:10.3389/fpsyg.2018.02444 · Cited by 14
“Although leaders’ personal characteristics determine a broad range of followers’ performance outcomes (Ilies et al., 2005; Tims et al., 2011; Dinh and Lord, 2012), comparatively little is known about followership (Bligh, 2011; Uhl-Bien et al.”
BackgroundThe Ethics of Self-Care in Higher Education
Bryan, V., & Blackman, G. (2019) · Emerging Perspectives · Cited by 13
Authentic Leadership: Leading with Purpose, Meaning and Core Values
Ogunyemi, O., & Ogunyemi, K. (2020) · Management for professionals · doi:10.1007/978-3-030-38129-5_20 · Cited by 15
Kim, W., Park, G.-M., & Kim, K.-S. (2020) · Journal of Quality Assurance in Hospitality & Tourism · doi:10.1080/1528008x.2020.1854922 · Cited by 13
Exploring Authentic Leadership through Leadership Journey of Gandhi
Nair, B. P., Prasad, T., & Nair, S. K. (2021) · The Qualitative Report · doi:10.46743/2160-3715/2021.4004 · Cited by 18
“Hence, it is essential to understand what meaning he attaches to various phases in his lifecycle (Ilies et al., 2005; McAdams, 2008).”
BackgroundAuthenticity and employee wellbeing with reference to emotional work: a review
Mehta, P. (2021) · Mental Health and Social Inclusion · doi:10.1108/mhsi-11-2020-0077 · Cited by 16
Authentic Leadership and Team Members’ Outcomes: A Cross-level and Multi-level Analysis
Nair, B. P., Prasad, T., & Nair, S. K. (2021) · Management and Labour Studies · doi:10.1177/0258042x211034614 · Cited by 16
“Previous studies indicate that authentic leadership enhances health and well-being (Ilies et al., 2005; Macik-Frey et al., 2009; Zhang et al., 2020), authenticity and meaning in life (Algera& Lips-Wiersma, 2012).”
BackgroundResultAuthentic leadership in English education: what do college teachers tell us?
Stoten, D. W. (2014) · International Journal of Educational Management · doi:10.1108/ijem-04-2013-0049 · Cited by 13
Learning Authentic Leadership In New Zealand: A Learner-Centred Methodology And Evaluation
Roche, M. (2010) · American Journal of Business Education (AJBE) · doi:10.19030/ajbe.v3i3.401 · Cited by 14
Authentic Leadership: Roots of the Construct
Kelly, L. (2023) · Palgrave studies in workplace spirituality and fulfillment · doi:10.1007/978-3-031-34677-4_2 · Cited by 16
THE IMPACT OF AUTHENTIC LEADERSHIP ON ORGANIZATIONAL LEARNING CAPACITY
OKMEN, S., Elçi, M., MURAT, G., & YILMAZ, Y. (2018) · Journal of Global Strategic Management · doi:10.20460/jgsm.2018.261 · Cited by 12
The Experience Qualities Approach to Leadership and Employee Well-being
Salmi, I., Pietiläinen, V., & Syväjärvi, A. (2020) · Nordic Journal of Working Life Studies · doi:10.18291/njwls.122593 · Cited by 12
“Ilies et al. (2005) concluded that through social exchanges when employees experience positive effects at work, they in turn positively influence their leader’s emotions.”
BackgroundAuthentic leadership and employee health: a conditional process model
Hildenbrand, K., Daher, P., & Akaighe, G. O. (2021) · Journal of Managerial Psychology · doi:10.1108/jmp-07-2020-0362 · Cited by 12
Malloy, E., & Kavussanu, M. (2021) · Psychology of sport and exercise · doi:10.1016/j.psychsport.2021.101957 · Cited by 13
Ali, A. Z. F., Saad, E. S. S., & Alshammari, F. T. (2019) · Evidence-Based Nursing Research · doi:10.47104/ebnrojs3.v1i2.88 · Cited by 12
Harrison, C. (2017) · Springer eBooks · doi:10.1007/978-3-319-68672-1_3 · Cited by 12
Does authentic leadership develop inclusive classrooms: a model examination?
Srivastava, A. P., Shree, S., & Agarwal, S. (2022) · International Journal of Educational Management · doi:10.1108/ijem-07-2020-0338 · Cited by 12
They Need to be Different, They Feel Happier in Authentizotic Climates
Rego, A., & Cunha, M. P. E. (2011) · Journal of Happiness Studies · doi:10.1007/s10902-011-9287-1 · Cited by 14
New Millennium: Managerial Anomalies and Contemporary Leadership Concepts
Vikhanskiy, O., & Григоревна, М. А. (2018) · Russian Management Journal · doi:10.21638/11701/spbu18.2018.106 · Cited by 14
Monzani, L., Mateu, G., Ripoll, P., Rodríguez, E. M. L., & Silla, J. M. P. (2022) · Frontiers in Psychology · doi:10.3389/fpsyg.2022.914616 · Cited by 13
“Because of their positive impact on their relations with their followers, authentic leadership behaviors would fall in the intersecting space between “relations” and “change” meta-category proposed by Yukl, as authentic leaders elevate followers through positive, growth-oriented social exchanges (Ilies et al., 2005; M…”
BackgroundA Research on the Consequences of Authentic Leadership
Tabak, A., Polat, M., Çoşar, S., & Türköz, T. (2013) · Bogazici Journal · doi:10.21773/boun.27.2.4 · Cited by 12
“Apart from the other authentic leadership components, the relational authenticity is closely related to self-awareness, objective evaluation and authentic behavior (Ilies et al., 2005).”
BackgroundInfluentialLeadership, character and its development: A qualitative exploration
Braine, R. T. D., & Verrier, D. (2007) · SA Journal of Human Resource Management · doi:10.4102/sajhrm.v5i1.102 · Cited by 12
Türetgen, İ. Ö., Ünsal, P., & Dural, U. (2016) · The Journal of Social Psychology · doi:10.1080/00224545.2016.1192096 · Cited by 12
“Second, as indicated by Ilies, Morgeson, and Nahrgang (2005), coaching and mentoring in relation to self-monitoring can be provided to potential leaders or managers in organizations.”
BackgroundA CONCEPTUAL AND EMPIRICAL INVESTIGATION OF LEADER VIRTUES AND VIRTUOUS LEADERSHIP
Wang, Q. (2011) · MacSphere (McMaster University) · doi:10.71548/18902 · Cited by 12
A multilevel study of authentic leadership, collective efficacy, and team performance and commitment
Saleem, S., Ayub, M., Raziq, M. M., & Iqbal, M. Z. (2022) · Current Psychology · doi:10.1007/s12144-022-04029-3 · Cited by 13
“Authentic leadership, for example, is characterized by a deep understanding of one’s inner self (self-awareness), which is then displayed in the form of internalized moral perspective (Ilies et al., 2005; Walumbwa et al., 2008).”
BackgroundBurning bright or burning out: a qualitative investigation of leader vitality
Shapiro, J. (2023) · Frontiers in Psychology · doi:10.3389/fpsyg.2023.1244089 · Cited by 13
Mental health in athletes: Does authentic leadership matter?
Kavussanu, M., Zhang, S., Tang, Q., Cumming, J., & Mackman, T. (2024) · Psychology of sport and exercise · doi:10.1016/j.psychsport.2024.102617 · Cited by 15
Myran, S., & Masterson, M. L. (2020) · School Effectiveness and School Improvement · doi:10.1080/09243453.2020.1803924 · Cited by 19
“As Ilies et al. (2005) emphasize, there is an authenticity between behavior and action when leaders “walk their talk” and when what they express as core beliefs is congruent in words and behaviors.”
BackgroundEffects of Passive Leadership in the Digital Age
Wang, C., Liu, G. H. W., & Lee, N. C.-A. (2021) · Frontiers in Psychology · doi:10.3389/fpsyg.2021.701047 · Cited by 15
“Job autonomy thus has a positive impact on performance, creativity, and knowledge sharing (Morgeson et al., 2005; Pee and Lee, 2015; Llopis and Foss, 2016), and can reduce job uncertainty (Idaszak and Drasgow, 1987).”
BackgroundHow Authentic Leadership Promotes Job Performance? The Mediating Role of Organizational Climate
Hidayati, T., Ilmi, Z., & Kasuma, J. (2022) · International Journal of Sustainable Development and Planning · doi:10.18280/ijsdp.170507 · Cited by 11
“capacities, use a balance of information processing, and transparent relational leadership [34].”
BackgroundKrishna, A. (2022) · International Journal of Business Communication · doi:10.1177/23294884221130744 · Cited by 14
“Authentic leaders engage in action and decision-making based on their values and beliefs, and focus not only on building their own capacities, but also those of their followers (Ilies et al., 2005).”
The Authentic Leadership Qualities of Business Coaches and its Impact on Coaching Performance
Ausar, K. (2014) · International journal of evidence based coaching and mentoring · doi:10.1177/174183051401200104 · Cited by 11
“On a deeper level, self-awareness is awareness of inherent contradictory self-aspects, which can influence thoughts, feelings, actions, and behaviors (Ilies, Morgeson, & Nahrgang, 2005).”
Page, K. M., & Vella‐Brodrick, D. (2012) · Springer eBooks · doi:10.1007/978-94-007-4059-4_25 · Cited by 11
Liu, X., Zhang, Y. E., & Liu, C.-H. S. (2016) · Small Group Research · doi:10.1177/1046496416678663 · Cited by 10
Organizational Change and Justice: The Impact of Transparent and Ethical Leaders
Wells, J. E., & Walker, N. A. (2016) · Journal of Intercollegiate Sport · doi:10.1123/jis.2016-0007 · Cited by 11
Dramićanin, S. (2019) · Bizinfo Blace · doi:10.5937/bizinfo1901029d · Cited by 13
How mindfulness impacts the positive forms of leadership and enhances performance at workplace
Konte, A. G., & Li, X. (2020) · Human Systems Management · doi:10.3233/hsm-190812 · Cited by 12
“The results may indicate that the authentic leader has profoundly internalized a mode of functioning, which corresponds to the vision he has of himself [99].”
Authentic Leadership: A Bibliometric Analysis
Margiadi, B., & Wibowo, A. (2020) · International symposia in economic theory and econometrics · doi:10.1108/s1571-038620200000027005 · Cited by 11
AKYÜREK, M. İ. (2021) · Uluslararası Liderlik Çalışmaları Dergisi Kuram ve Uygulama · doi:10.52848/ijls.913993 · Cited by 13
Public service motivation, workplace spirituality and employee well-being: a holistic approach
Hassan, S., Ansari, N., & Rehman, A. (2021) · Journal of economic and administrative sciences. · doi:10.1108/jeas-05-2020-0072 · Cited by 10
Khan, H. G. A., Khan, M. A., Ali, M. I., Khattak, S. I., Shujaat, S., & Alam, B. F. (2022) · Work · doi:10.3233/wor-211270 · Cited by 10
“Authentic leaders promote and support the development and self-determination of employees rather than controlling feedback [40].”
Cenkci, A. T., & Bircan, T. (2023) · Management Research Review · doi:10.1108/mrr-10-2022-0722 · Cited by 12
Maunz, L. A., Thal, S. B., & Glaser, J. (2024) · Applied Psychology · doi:10.1111/apps.12546 · Cited by 16
Qian, J., Xiao-song, L., & Chen, Z. (2010) · ANU Open Research (Australian National University) · Cited by 10
Nair, B. P., Prasad, T., & Nair, S. K. (2021) · International Journal of Productivity and Performance Management · doi:10.1108/ijppm-10-2020-0565 · Cited by 12
Toderi, S., Cioffi, G., Yarker, J., Lewis, R., Houdmont, J., & Balducci, C. (2024) · International Journal of Environmental Research and Public Health · doi:10.3390/ijerph21080989 · Cited by 12
“Researchers generally agree on leadership as jointly established by leaders and followers [20–22].”
BackgroundLiu, F., He, S., Tang, Y., & Liu, X. (2014) · International Conference on Service Systems and Service Management · doi:10.1109/icsssm.2014.6874129 · Cited by 10
“In particular, highly authentic leaders value truthful relationship with followers [25].”
BackgroundTowards the augmenting role of authenticity: Xenophon as leadership theorist
Humphreys, J. H., Williams, W. A., Clayton, R. W., & Novičević, M. M. (2011) · Management & Organizational History · doi:10.1177/1744935910378941 · Cited by 10
“We find this aligned with the thoughts of Ilies et al. (2005), who proposed that leaders with greater integrity and mastery would likely display superior balanced processing, a hallmark of authentic leadership, and would subsequently enhance leader self-awareness; this, too, is a component of the…”
BackgroundInfluentialIdentity Orientation, Organizational Identification, and Leadership Involvement
González, J. A., & Chakraborty, S. (2013) · Journal of Leadership Studies · doi:10.1002/jls.21284 · Cited by 10
Psikolojik Rahatlık Algısının Otantik Liderliğin Sinizmin Üzerindeki Etkisinde Aracı Rolü
Yener, S. (2018) · Eskişehir Osmangazi Üniversitesi İktisadi ve İdari Bilimler Dergisi · doi:10.17153/oguiibf.335447 · Cited by 12
Positive Mental Health Model Based on Authentic Leadership and Elements of Socialization
Mafud, J. L. C., Moreno, M. P., & Colunga-Rodríguez, C. (2018) · Psychology · doi:10.4236/psych.2018.94037 · Cited by 13
Büyükbeşe, T., Çavuşoğlu, S., & Okun, O. (2019) · Opus uluslararası toplum araştırmaları dergisi · doi:10.26466/opus.501018 · Cited by 12
“In line with their values, beliefs and opinions, authentic leaders establish transparent, principled, honest and genuine relationships (Gardner et al., 2005; Ilies et al., 2005, Walumbwa et al., 2008; Kernis, 2003).”
BackgroundChoi, D., Cheong, M., & Lee, J. (2019) · Personnel Review · doi:10.1108/pr-10-2018-0386 · Cited by 15
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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