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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“Research suggests authentic leaders have acquired self-realisation or eudaemonic well-being and are able to impact the well-being of their followers.(76)”
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“The assumption that the processing of information by the leader, would never run the risk of bias, early by Kernis (2003) and carried out by Ilies et al. (2005), was called into question by the fact that the leader will not be free of this limitation on direct analysis of information.”
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Selection of a business school dean: a multi-criteria knowledge-based approach
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Stollberger, J., Gerpott, F. H., & Rivkin, W. (2024) · Journal of Occupational and Organizational Psychology · doi:10.1111/joop.12519 · Cited by 3
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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