The DOI matches its Crossref record; 109 of the 111 references it cites were found in a registry or an index.
Authentic leadership and eudaemonic well-being: Understanding leader–follower outcomes
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“Moreover, leadership is an increasingly acknowledged factor for follower well-being (Ilies et al. 2005).”
From The Servant Leadership Survey: Development and Validation of a Multidimensional Measure (2011) · cites this paper as Ilies et al. 2005
In the citing paper
“Concurrently, Ilies et al. (2005) wrote that authentic leadership manifests in the authentic leader's eudaimonia, such that they realize who they truly are by expressing who they truly are.”
From Taking Stock of Moral Approaches to Leadership: An Integrative Review of Ethical, Authentic, and Servant Leadership (2019) · cites this paper as Ilies et al., 2005
In the citing paper
“they argue that when leaders display unbiased processing of self-relevant information, personal integrity, and an authentic relational orientation, leader-follower relationships will be characterized by high levels of respect, positive affect, and trust.”
From Authentic leadership development: Getting to the root of positive forms of leadership (2005) · cites this paper as Ilies et al. (2005)
In the citing paper
“Such reciprocity is posited to result in greater authenticity, and wellbeing, among followers.”
From Authentic leadership development: Getting to the root of positive forms of leadership (2005) · cites this paper as Ilies et al. (2005)
In the citing paper
“positive modeling of the various components of authenticity including self-awareness, self-regulatory processes, positive psychological states, and/or a positive moral perspective has been consistently identified as a primary mechanism whereby authentic leaders influence and develop their followers”
From Authentic leadership development: Getting to the root of positive forms of leadership (2005) · cites this paper as Ilies et al., 2005
In the citing paper
“Gardner et al. (2005) and Ilies et al. (2005) both argue that authentic leaders seek to develop associates by modeling and supporting self-determination (i.e., internalized selfregulation).”
From Authentic leadership development: Getting to the root of positive forms of leadership (2005) · cites this paper as Ilies et al., 2005
In the citing paper
“High quality and close relationships will in turn foster greater value congruence and follower reciprocation in the form of behavior that is consistent with the leader's values.”
From Authentic leadership development: Getting to the root of positive forms of leadership (2005) · cites this paper as Ilies et al. (2005)
In the citing paper
“Similarly, Ilies et al. (2005) describe the dynamic processes whereby authentic leaders promote follower-well being”
From Authentic leadership development: Getting to the root of positive forms of leadership (2005) · cites this paper as Ilies et al., 2005
In the citing paper
“For example, the emotional contagion effects described by Ilies et al. (2005) help to clarify how the effects of authentic leadership can spread from the dyad to group and organizational levels.”
From Authentic leadership development: Getting to the root of positive forms of leadership (2005) · cites this paper as Ilies et al., 2005
Citations
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“In this context it refers to a broad psychological term explaining individuals‟ general inclinations to view themselves within their social atmosphere and to live their lives accordingly (Ilies et al., 2005, p. 376).”
BackgroundKILIÇ, M. Y., & Yavuz, M. (2021) · Cukurova University Faculty of Education Journal · doi:10.14812/cuefd.863251 · Cited by 11
Authentic leadership and employees’ job performance: mediation effect of positive employee health
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Shih, F., & Yeh, S. J. (2024) · Health Care Management Review · doi:10.1097/hmr.0000000000000418 · Cited by 9
Being LGBT and being an authentic leader: Contextualizing the experience of authentic leadership
Fletcher, L., Pichler, S. M., & Chandrasekaran, L. (2025) · Journal of Occupational and Organizational Psychology · doi:10.1111/joop.70018 · Cited by 10
Chaudhary, R., & Panda, C. (2019) · Organization Management Journal · doi:10.1080/15416518.2019.1628697 · Cited by 9
“Emotionally stable individuals demonstrate better understanding of self and one’s emotions (Ilies et al., 2005) which corresponds with the self-awareness dimension of authentic leadership.”
BackgroundInfluentialSkill in Social Situations: The Essence of Savoir-Faire
Riggio, R. E., Eaton, L. G., & Funder, D. C. (2020) · Springer eBooks · doi:10.1007/978-3-030-34964-6_12 · Cited by 9
Episodic memories of wilderness experiences foster sustainable leadership style transformation
van Droffelaar, B. (2021) · Journal of Management Development · doi:10.1108/jmd-12-2020-0393 · Cited by 9
Habits and the Social Phenomenon of Leadership
Betta, M. (2017) · Philosophy of Management · doi:10.1007/s40926-017-0076-8 · Cited by 10
Khalil, S. A., & Siddiqui, D. A. (2020) · International Journal of Organizational Leadership · doi:10.33844/ijol.2020.60481 · Cited by 11
Fateh, A., Mustamil, N. M., & Aslam, M. (2020) · Marketing and Management of Innovations · doi:10.21272/mmi.2020.3-05 · Cited by 10
“Likewise, AL positively influences intrinsic motivation (Ilies et al., 2005), intrinsic motivation not only triggers creativity (Amabile, 1988) but also shown to have mediated the relationship between AL and creativity (Ahmad et al., 2015).”
BackgroundLeader–Employee Congruence in Humor and Innovative Behavior: The Moderating Role of Dynamic Tenure
Yuan, Y. (2021) · Frontiers in Psychology · doi:10.3389/fpsyg.2021.579551 · Cited by 10
Does follower subjectivity matter in defining authentic leadership? A call for qualitative research
Bempah, J. O., Addison, R., & Fairweather, J. R. (2011) · Lincoln University Research Archive (Lincoln University) · Cited by 9
A study on creative personality and innovation behavior-well-being as the mediator
Chau, K. Y., Zhu, Y., Shen, H. J., & Huang, S. (2018) · Journal of Interdisciplinary Mathematics · doi:10.1080/09720502.2017.1420556 · Cited by 9
“Meanwhile, the research finding that the correlation between creative personality and innovation behavior relies on the connection of affective factors is the same as past research (Ilies et al., 2005).”
BackgroundResultInfluentialAuthentic Transformational Leadership and Implicit Leadership Theories.
Nichols, T. W. (2008) · doi:10.12794/metadc9056 · Cited by 9
“Ilies et al. (2005) put forth that when authentic leaders share selfrelevant information, display personal integrity, and have an authentic relational orientation, leader-follower relationships take on high levels of trust, respect, and positive affect.”
BackgroundKim, H. (2014) · SHAREOK (University of Oklahoma; Oklahoma State University; Central Oklahoma University) · Cited by 9
Hannah, S. T., Bluhm, D. J., & Avolio, B. J. (2024) · Journal of Leadership & Organizational Studies · doi:10.1177/15480518241276703 · Cited by 8
“…are aligned in an authentic relationship it promotes greater self and collective determination, where individuals feel they can ‘ be themselves ’ (Ilies et al., 2005), which promotes higher levels of psychological engagement in work roles (Kahn, 1990; Shamir, 1991) and performance (Deci &…”
Superintendents describe their leadership styles
Bird, J. J., & Wang, C. (2013) · Management in Education · doi:10.1177/0892020612459287 · Cited by 8
“…literature (Avolio, 2007; Avolio and Gardner, 2005; Avolio et al., 2004; Eagly, 2005; Endrissat et al., 2007; Gardner and Schermerhorn, 2004; Ilies et al., 2005; Jensen and Luthans, 2006; Luthans and Avolio, 2003; Michie and Gooty, 2005; Shamir and Eilam, 2005; Sparrowe, 2005; Spritzer,…”
BackgroundZamahani, M., & Rezaei, F. (2014) · International Review of Management and Business Research · Cited by 8
Authentic leadership as a contemporary leadership model applied in Nigeria
Emuwa, A., & Fields, D. (2017) · African Journal of Economic and Management Studies · doi:10.1108/ajems-06-2016-0092 · Cited by 8
Öner, Ç. (2017) · Spor Bilimleri Araştırmaları Dergisi · doi:10.25307/jssr.328103 · Cited by 8
Reflecting on Crucibles: Clarifying Values in Authentic Leaders
Kelly, L., & Hashemi, S. E. (2021) · Journal of Values-Based Leadership · doi:10.22543/0733.151.1382 · Cited by 10
Be yourself or adapt yourself? Authenticity, self-monitoring, behavioural integrity, and trust
Nguyen, B., Leroy, H., Gill, C., & Simons, T. L. (2022) · Journal of Trust Research · doi:10.1080/21515581.2022.2093211 · Cited by 10
“Other scholars, however, have challenged the assumption that authenticity and self-monitoring oppose each other (Gardner et al., 2005; Ilies et al., 2005).”
BackgroundTransformational and Authentic Leadership in Telework
Figueiredo, P. C. N., Leal, S. E., Lopes, I. S., Cascão, A. F., & Gomes, P. (2022) · Advances in human resources management and organizational development book series · doi:10.4018/978-1-7998-9840-5.ch013 · Cited by 8
Venter, I., & Kotzé, M. (2011) · Revue Internationale des Sciences Administratives · doi:10.3917/risa.772.0405 · Cited by 8
Huang, P. (2017) · Open Journal of Leadership · doi:10.4236/ojl.2017.63009 · Cited by 10
Authentic Leadership and Authenticity: An Existential Perspective
Fortin, C., Baron, L., & Renucci, C. (2017) · Springer eBooks · doi:10.1007/978-3-319-65307-5_10 · Cited by 8
Dynamic organisational capabilities: The role of authentic leadership and trust
Kleynhans, D. J., Heyns, M. M., & Stander, M. W. (2021) · SA Journal of Industrial Psychology · doi:10.4102/sajip.v47i0.1877 · Cited by 12
AUTHENTIC LEADERSHIP IN EDUCATIONAL INSTITUTIONS
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DOCTOR OF BUSINESS ADMINISTRATION
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Sibarani, B. E. (2024) · International Journal of Ethics Education · doi:10.1007/s40889-024-00188-y · Cited by 7
“Self-awareness signifies an acknowledgment and belief in one’s characteristics, values, motives, ethics, emotions, and cognitive processes (Ilies et al. 2005).”
Cavazotte, F., & Paula, F. D. O. (2024) · Knowledge Management Research & Practice · doi:10.1080/14778238.2024.2400249 · Cited by 8
“Given their genuine values and beliefs, authentic leaders build their followers’ strengths, expand their mindset, and foster a positive and engaging work environment (B. Avolio & Gardner, 2005; Ilies et al., 2005).”
A conceptual model of authentic leadership in cross-cultural context
Yang, Y. (2024) · International Journal of Cross Cultural Management · doi:10.1177/14705958241286690 · Cited by 10
“This, in turn, fosters both momentary and overall satisfaction among followers (Ilies et al., 2005).”
Irfan, M., Ahmed, A. A., Gillani, S. F. A., Ghauri, K., Ain, Q., Habib, S., & Ijaz, M. (2025) · Discover Sustainability · doi:10.1007/s43621-025-01734-4 · Cited by 7
“This is in line with the studies in the literature [9, 43].”
When Does Authenticity Benefit Employee Well-Being: A Relational Framework of Authenticity at Work
Xie, D., & Yang, Y. (2025) · Administrative Sciences · doi:10.3390/admsci15110449 · Cited by 7
Developing self-awareness for effective nurse leadership
Harley, J. (2024) · Nursing Management · doi:10.7748/nm.2024.e2124 · Cited by 7
Koya, K., Anderson, J., & Sice, P. V. (2017) · Journal of Advanced Nursing · doi:10.1111/jan.13363 · Cited by 8
“It is suggested that individuals who embody these 13 characteristics have better relationships with their co-workers, improved performance (Avolio & 14 Gardner, 2005), less stress (Boyatzis & McKee, 2005; Koya et al., 2015) and make better 15 strategic decisions (Ilies et al., 2005).”
The Effects of Authentic Leadership on Employees’ Well-Being and the Role of Relational Cohesion
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“Further, authentic leadership predicts growth-enhancing social exchange between leaders and followers, which promotes their mutual well-being (Ilies et al., 2005; Weiss et al., 2018), and a variety of positive work outcomes, such as trust in leader and job satisfaction (see Gardner et al.”
BackgroundL'odyssée spirituelle des dirigeants
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“…authentic leadership, with special attention paid to the relationship between leadership and employee attitudes and behaviors DOI: 10.7206/mba.ce.2084-3356.116 Vol. 22, No. 4(127), 2014 including commitment, performance and well-being (Avolio et al., 2004; Gardner et al., 2005; Ilies et al., 2005).”
BackgroundInfluentialEffects of authentic leadership on organizational commitment for employees
Lee, H.-K. (2014) · Journal of Digital Convergence · doi:10.14400/jdc.2014.12.5.181 · Cited by 7
“조직의 위계상 자신보다 직급이 높은 리더가 구성원들에게 자신의 약점 도 스스럼없이 보여주고, 관계적으로 친밀해지기 위해 노력하는 모습은 구성원들로 하여금 리더에 대한 신뢰를 구축하게 하며[3], [12] 궁극적으로 신뢰성 있고 의미 있 는 리더-구성원 관계 형성에 도움을 준다[13].”
Ethics and Authenticity of Leadership in the Construction Industry
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Shamir, B., & Eilam-Shamir, G. (2018) · Monographs in leadership and management · doi:10.1108/s1479-357120180000009017 · Cited by 7
Dong, X., Tang, C., Lian, Y., & Tang, D. (2019) · Frontiers in Psychology · doi:10.3389/fpsyg.2019.01309 · Cited by 7
“In most previous studies related to the leadership area where leader-follower relationship is frequently discussed, the followers are simply regarded as normal employees and only little recent attention has been paid to followership (Ilies et al., 2005; Jensen and Luthans, 2006; Uhl-Bien et al., 2014).”
BackgroundEmotional labor and authentic leadership
Buckner, & John, E. S. (2012) · Cited by 7
Saracer, B. E., Karaçay, G., Asarkaya, Ç., & Kabasakal, H. (2012) · Palgrave Macmillan UK eBooks · doi:10.1057/9780230361720_12 · Cited by 7
True North or Traveled Terrain? An Empirical Investigation of Authentic Leadership
Tuttle, M. D. (2009) · Digital Commons - University of South Florida (University of South Florida) · Cited by 7
Authentic Leadership: Do We Really Need Another Leadership Theory?
Wood, G. M. (2007) · doi:10.13021/mars/5800 · Cited by 7
Do Chameleons Lead Better? A Meta-Analysis of the Self-Monitoring and Leadership Relationship
Lei, L., Wang, C., & Pinto, J. (2023) · Personality and Social Psychology Bulletin · doi:10.1177/01461672231210778 · Cited by 6
“Balanced processing refers to objectively perceiving self-relevant information, including reactions and feedback from others (Ilies et al., 2005).”
Srivastava, A., & Dixit, S. (2024) · Journal of Management Development · doi:10.1108/jmd-11-2023-0340 · Cited by 6
Akgerman, A., Gül, D., & Sönmez, B. (2024) · Leadership in health services · doi:10.1108/lhs-05-2024-0042 · Cited by 6
Cioffi, G., Balducci, C., & Toderi, S. (2025) · International Journal of Environmental Research and Public Health · doi:10.3390/ijerph22020267 · Cited by 7
“These studies are particularly remarkable since self-ratings of leadership skills alone are not good predictors of a leader’s effectiveness [58–60], and researchers generally agree on leadership as being jointly established by leaders and followers [61–63].”
Sarwar, F., Almasradi, R. B., & Abbas, S. M. (2025) · Social Responsibility Journal · doi:10.1108/srj-02-2025-0114 · Cited by 6
Yipeng, T. A. N. G., Jia, R. T., Long, L., Zhiyu, R. E. N., & Pu, X. (2022) · Acta Psychologica Sinica · doi:10.3724/sp.j.1041.2022.00529 · Cited by 6
Wang, H., Wang, Z., Chen, C., & Wei, W. (2024) · Journal of Nursing Management · doi:10.1155/2024/9996979 · Cited by 6
“Te majority of existing instruments used to measure AL were developed based on earlier AL theories [11, 18] and showed similarities in terms of their structure, content, and measurement indices.”
Impact of authentic leadership on employees’ creative work behavior: a mediated moderated model
Umrani, W. A., Rafique, N., Kundi, Y. M., Ahmed, U., & Abdallah, R. A. (2025) · Journal of Management Development · doi:10.1108/jmd-09-2024-0293 · Cited by 6
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Adaptation versus authenticity
Green, M. J. (2017) · International Journal of Cross Cultural Management · doi:10.1177/1470595817706986 · Cited by 6
“…authentic and build trust with followers will present themselves to followers transparently (Norman et al., 2010), as genuine, showing their true emotions and feelings but at the same time regulating such displays to avoid potential damage (Gardner et al., 2005; Ilies et al., 2005; Kernis, 2003).”
BackgroundInfluentialAuthentic Leadership: A Theoretical Thematic Analysis of the Contemporary Brazilian Leader’s Speech
de Campos, M. I., & Rueda, F. J. M. (2019) · Paidéia (Ribeirão Preto) · doi:10.1590/1982-4327e2924 · Cited by 6
BAKER, N. (2020) · Beykoz Akademi Dergisi · doi:10.14514/byk.m.26515393.2020.8/2.106-126 · Cited by 6
“For instance, Ilies, Morgeson, and Nahrgang (2005) announced that authentic leaders potentially have a favorable effect on followers’ behaviors in that this kind of leaders makes sure that followers’ self-determination is encouraged.”
BackgroundKumar, V., & Dhiman, S. (2021) · Springer eBooks · doi:10.1007/978-3-030-30025-8_87 · Cited by 6
Almazrouei, H. S. (2023) · Business, management and economics · doi:10.5772/intechopen.108624 · Cited by 14
Leaders’ well-being – antecedent or consequence of authentic leadership?
Bolschakow, X., Rigotti, T., & Otto, K. (2023) · Leadership & Organization Development Journal · doi:10.1108/lodj-08-2022-0358 · Cited by 9
Peterlin, J., Penger, S., & Dimovski, V. (2011) · International Business & Economics Research Journal (IBER) · doi:10.19030/iber.v8i12.3200 · Cited by 6
“…researchers from the field of organizational behaviour are interested in it (Luthans/Avolio 2003; May et al. 2003; George 2003; Avolio et al. 2004a; Avolio et al. 2004b; Gardner/Schermerhorn 2004; Avolio/Gardner 2005; Gardner et al. 2005; Ilies et al. 2005; Sparrowe 2005; Copper et al. 2005).”
BackgroundExistential–Experiential View of Self‐Sourced (In)Authentic Healthcare Identity
Koskiniemi, A. S. K., Perttula, J., & Syväjärvi, A. (2015) · Journal of Leadership Studies · doi:10.1002/jls.21360 · Cited by 6
Service Leadership Qualities in University Students Through the Lens of Student Well-Being
Shek, D. T. L., & Leung, H. (2015) · Quality of life in Asia · doi:10.1007/978-981-287-515-0_1 · Cited by 6
Leading Dual Language: Twenty Years of Innovation in a Borderland Elementary School
Izquierdo, E., DeMatthews, D. E., Balderas, E., & Gregory, B. (2019) · Language policy · doi:10.1007/978-3-030-10831-1_11 · Cited by 6
Profound Leadership: An Integrative Literature Review
Scott, H. K., Carr-Chellman, D., & Hammes, L. (2019) · Journal of Values-Based Leadership · doi:10.22543/0733.131.1293 · Cited by 6
Linking Ethical Leadership with Employee Work Outcomes: The Moderating Role of Conscientiousness
Adnan, S., Batool, S., & Aleem, M. (2019) · JISR management and social sciences & economics · doi:10.31384/jisrmsse/2019.17.1.11 · Cited by 6
THE EFFECT OF AUTHENTIC LEADERSHIP ON JOB STRESS
Sağbaş, M., Karabal, C., & Sürücü, L. (2021) · Elektronik Sosyal Bilimler Dergisi · doi:10.17755/esosder.842877 · Cited by 6
Developing Women’s Authenticity in Leadership
Nakamura, Y. T., Hinshaw, J., & Burns, R. (2022) · Merits · doi:10.3390/merits2040029 · Cited by 10
Sebastian, A., & Hühn, M. P. (2023) · Philosophy of Management · doi:10.1007/s40926-023-00231-w · Cited by 6
“While most researchers define self-awareness in the same way as Goleman (London 1995 : 28; White et al. ( 1996 ): 192; Ilies et al. 2005 : 377), other research has expanded the term and has argued that strong self-awareness leads to individuals getting more self-assured and more creative (Silvia…”
BackgroundOtantik Liderliğin Akademik Platformda Lider Boyutu Açısından İncelenmesi
Kıcır, G. K., & Paşaoğlu, D. (2014) · Eskişehir Osmangazi Üniversitesi Sosyal Bilimler Dergisi · doi:10.17494/ogusbd.85764 · Cited by 6
Authentic Leadership: Authentische Führung praktizieren und trainieren
Wesche, J. S., & Fleig, L. (2016) · Springer eBooks · doi:10.1007/978-3-642-55080-5_3 · Cited by 6
Second fiddle?: an interpretive study of followers of servant leaders
Beaver, S. R. O. (2008) · doi:10.31274/rtd-180813-16849 · Cited by 6
“(Avolio et al., 2004; Bennis, 1999; Iles et al., 2005; Kelley, 1992; Winston, 2003).”
BackgroundMethodInfluentialCotrufo, R. J. (2014) · OpenCommons at University of Connecticut (University of Connecticut) · Cited by 6
The influence of teacher-student relationships and feedback on students’ engagement with learning
Plater, M. (2018) · International Journal of Children s Spirituality · doi:10.1080/1364436x.2018.1490061 · Cited by 6
“It has been applied in a range of studies, including, of leadership (Ilies, Morgeson, and Nahrgang 2005), of personal health (Sheldon and Elliott 1999), of personality and wellness (Ryan and Deci 2006), and of performance and well-being at work (Baard, Dec, and Ryan 2004).”
Background(2016) · Emerald Group Publishing Limited eBooks · doi:10.1108/978-1-78560-651-920152019 · Cited by 6
Employee Empowerment and Engagement
Salanova, M., & Llorens, S. (2014) · Wiley eBooks · doi:10.1002/9781118469392.ch6 · Cited by 6
Lärares pedagogiska arbete inom den kommunala vuxenutbildningen
Håkansson, A. (2007) · KTH Publication Database DiVA (KTH Royal Institute of Technology) · Cited by 6
Karaszewski, R., & Lis, A. (2016) · Management Sciences · doi:10.15611/noz.2016.2.06 · Cited by 5
Mitson, R., Qin, S., & Men, R. L. (2024) · International Journal of Strategic Communication · doi:10.1080/1553118x.2024.2331300 · Cited by 8
“For example, transformational leadership, ethical leadership, inclusive leadership, and leadership appreciative communication behavior are positively associated with employee psychological well-being (e.g., Ahmed et al., 2018; Arnold et al., 2007; Ilies et al., 2005; Inceoglu et al., 2018).”
BackgroundDolce, V., Ghislieri, C., Molino, M., & Vayre, É. (2024) · Current Psychology · doi:10.1007/s12144-024-06193-0 · Cited by 9
“Within the broad domain of positive leadership, we focused on leader-member exchange theory (LMX; Graen & Uhl-Bien, 1995), which views leadership as a dyadic rela - tionship between leader and followers in terms of positive social exchange (Ilies et al., 2005 ).”
The use of experimental designs to examine causality in authentic leadership: A scoping review
Dadich, A., Abbott, L., Lux, A. A., & Lowe, K. B. (2024) · Journal of Management & Organization · doi:10.1017/jmo.2024.48 · Cited by 5
“The aforesaid references were complemented with others (Ilies, Morgeson, & Nahrgang, 2005; Neider & Schriesheim, 2011).”
권용주, & 김지은 (2016) · Culinary Science & Hospitality Research · doi:10.20878/cshr.2016.22.6.004004004 · Cited by 5
What Is Leadership? – An Academic Perspective
Howieson, W. B. (2019) · Emerald Group Publishing Limited eBooks · doi:10.1108/978-1-78769-785-020191003 · Cited by 8
Authentic Leaders May Increase Employee Innovation: The Mediation Effect of Psychological Capital
Fath, N. M. D. E., & Radikun, T. B. S. (2019) · International Conference on Intervention and Applied Psychology (ICIAP) · doi:10.2991/iciap-18.2019.77 · Cited by 5
“Innovative Work Behavior Employee's innovative work behavior is measured via an adaptation of the Innovative Work Behavior Questionnaire (IWBQ) questionnaire produced by Janssen et.al (2004), and which has been translated into Indonesian by Ahmad (2016).”
MethodMeerits, A., Kivipõld, K., & Akuffo, I. N. (2021) · Management Research Review · doi:10.1108/mrr-04-2021-0277 · Cited by 5
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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