The DOI matches its Crossref record; 117 of the 124 references it cites were found in a registry or an index, and 2 are not checked yet.
Can you see the real me? A self-based model of authentic leader and follower development
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In the citing paper
“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
In the citing paper
“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
In the citing paper
“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
In the citing paper
“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
In the citing paper
“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
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 Gardner et al., 2005
In the citing paper
“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
In the citing paper
“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
In the citing paper
“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
In the citing paper
“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
In the citing paper
“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)
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 Gardner et al., 2005
In the citing paper
“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
Citations
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Metadata
- 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 › Developmental and Educational 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
About these checks
Registry, retraction, Cites and statistics results are computed, not judged, with one exception: a printed reference that no index lists is read once by a model before it counts as a citation error. Claims are extracted by a model and kept only when their quote appears verbatim in the text; each cited source is then checked, with a model’s help, for whether it says what the claim relies on. Those verdicts can be wrong — read the claim’s quote and the cited source before relying on one.
Statistics and arithmetic are recomputed, not judged.
Confidence bands are shown only for fields calibrated on our annotated test set. None is calibrated yet, so no band is shown.
What counts as a claim ›How we measure confidence ›How we check this ›
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