Can you see the real me? A self-based model of authentic leader and follower development

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).”

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).”

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.”

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.”

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).”

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”

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).”

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).”

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).”

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.”

In the citing paper

“In the Gardner et al. (2005) lead article, we likewise introduce the concept of authentic followership, arguing that it”

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).”

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.”