Can you see the real me? A self-based model of authentic leader and follower development
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Authentic leaders model authenticity to develop trust and serve as role models, passively projecting their authentic self to followers.
“Authentic leaders model authenticity to develop trust and serve as role models (Gardner et al., 2005), passively “projecting” their authentic self to followers (Walumbwa et al., 2008).”
From Taking Stock of Moral Approaches to Leadership: An Integrative Review of Ethical, Authentic, and Servant Leadership (2019) · cites this paper as Gardner et al., 2005
Self-determination theory was foundational to authentic leadership's conceptual development.
“Self-determination theory (Deci & Ryan, 2000) was foundational to authentic leadership's conceptual development (Gardner et al., 2005;Gardner et al., 2011;Ilies, Morgeson, & Nahrgang, 2005).”
From Taking Stock of Moral Approaches to Leadership: An Integrative Review of Ethical, Authentic, and Servant Leadership (2019) · cites this paper as Gardner et al., 2005
Self-awareness and self-regulation are core competencies of authentic leadership that provide positive modeling whereby followers learn and develop authenticity.
“Gardner, Avolio, Luthans, May, and Walumbwa (2005) suggested that self-awareness and self-regulation are core competencies of authentic leadership that provide positive modeling whereby followers learn and develop authenticity.”
From Taking Stock of Moral Approaches to Leadership: An Integrative Review of Ethical, Authentic, and Servant Leadership (2019) · cites this paper as Gardner, Avolio, Luthans, May, and Walumbwa, 2005
A leader's own authenticity and moral freedom are the "first and foremost" elements of authentic leadership.
“Indeed, Gardner et al. (2005: p. 345) argued that a leader's own authenticity and moral freedom, as described earlier, are the “first and foremost” elements of authentic leadership.”
From Taking Stock of Moral Approaches to Leadership: An Integrative Review of Ethical, Authentic, and Servant Leadership (2019) · cites this paper as Gardner et al., 2005
Authentic leaders maintain self-concordant moral freedom, thereby developing the authenticity and autonomy of followers.
“In sum, authentic leaders maintain self-concordant moral freedom, thereby developing the authenticity and autonomy of followers (Gardner et al., 2005;Leroy, Anseel, Gardner, & Sels, 2015).”
From Taking Stock of Moral Approaches to Leadership: An Integrative Review of Ethical, Authentic, and Servant Leadership (2019) · cites this paper as Gardner et al., 2005
Positive modeling of the components of authenticity is a primary mechanism whereby authentic leaders influence and develop their followers.
“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 Gardner et al., 2005
Four elements of self-awareness-values, cognitions regarding identity, emotions, and motives/goals-are especially relevant to the development of authentic leadership.
“In our lead article, we identify four elements of selfawareness that we posit are especially relevant to the development of authentic leadership: values, cognitions regarding identity, emotions, and motives/goals (Gardner et al., 2005).”
From Authentic leadership development: Getting to the root of positive forms of leadership (2005) · cites this paper as Gardner et al., 2005
Both leaders and followers are developed over time as the relationship between them becomes more authentic.
“One of the central premises of ALD is that both leaders and followers are developed over time as the relationship between them becomes more authentic (Gardner et al., 2005).”
From Authentic leadership development: Getting to the root of positive forms of leadership (2005) · cites this paper as Gardner et al., 2005
Through these processes, followers develop greater clarity about their values, identity, and emotions and move towards internalized regulatory processes, balanced information processing, transparent relations with the leader and associates, and authentic behavior.
“Through these processes, followers develop greater clarity about their values, identity, and emotions and, in turn, move towards internalized regulatory processes, balanced information processing, transparent relations with the leader and associates, and authentic behavior (Gardner et al., 2005).”
From Authentic leadership development: Getting to the root of positive forms of leadership (2005) · cites this paper as Gardner et al., 2005
Followers come to identify with authentic leaders and their values through personal and social identification processes.
“Avolio, Gardner et al. (2004), Avolio, Luthans et al. (2004), Gardner et al. (2005), and Ilies et al. (2005) each describe personal and social identification processes whereby followers come to identify with authentic leaders and their values.”
From Authentic leadership development: Getting to the root of positive forms of leadership (2005) · cites this paper as Gardner et al., 2005
Authentic followership mirrors the developmental processes of authentic leadership and is characterized by heightened levels of followers' self-awareness and self-regulation leading to positive follower development and outcomes.
“In the Gardner et al. (2005) lead article, we likewise introduce the concept of authentic followership, arguing that it”
From Authentic leadership development: Getting to the root of positive forms of leadership (2005) · cites this paper as Gardner et al. (2005)
Authentic leaders seek to develop associates by modeling and supporting self-determination (internalized self-regulation).
“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 Gardner et al., 2005
Authentic leadership, authentic followership, and their development are inherently dynamic processes.
“As the model of authentic leader and authentic follower development presented in our lead article (Gardner et al., 2005) indicates, we view authentic leadership, authentic followership, and their development as inherently dynamic processes.”
From Authentic leadership development: Getting to the root of positive forms of leadership (2005) · cites this paper as Gardner et al., 2005
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- Authors
- Gardner, W. L., Avolio, B. J., Luthans, F., May, D. R., & Walumbwa, F.
- Affiliations
- University of Nebraska–Lincoln (US)
- Corresponding author
- Gardner, William L.
- Venue
- The Leadership Quarterly
- Publisher
- Elsevier BV
- Published
- 2005-06
- Volume
- 16
- Issue
- 3
- Pages
- 343-372
- ISSN
- 1048-9843 (ISSN-L)
- OpenAlex
- W2117209682
- Cited by
- 2,232
- References
- 124
- Citations by year
- 2026: 102 · 2025: 107 · 2024: 122 · 2023: 173 · 2022: 160 · 2021: 150 · 2020: 162 · 2019: 125 · 2018: 137 · 2017: 131 · 2016: 151 · 2015: 135 · 2014: 114 · 2013: 106 · 2012: 88
- FWCI
- 97.59
- Type
- journal article
- Language
- en
- Open access
- closed
- Locations
- The Leadership Quarterly (publishedVersion)
- Lincoln (University of Nebraska) (submittedVersion)
- Topics
- Social Sciences › Business, Management and Accounting › Strategy and Management › Leadership and Management in Organizations
- Social Sciences › Psychology › Clinical Psychology › Ego Development and Educational Practices
- Social Sciences › Business, Management and Accounting › Organizational Behavior and Human Resource Management › Job Satisfaction and Organizational Behavior
- Keywords
- authentic leadership, followership, self-awareness, self-regulation, follower performance, organizational climate, follower trust, employee engagement, employee well-being, strengths-based leadership, ethical leadership, caring leadership
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