Achieving relational authenticity in leadership: Does gender matter?
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Eagly (2005) describes dynamic forces, including gender and leader role requirements, that may interact to impede the efforts of female leaders and other outsiders to achieve authenticity, and includes organizational and larger societal context.
“Eagly (2005) describes dynamic forces, including gender and leader role requirements, that may interact to impede the efforts of female leaders and other”
From Authentic leadership development: Getting to the root of positive forms of leadership (2005) · cites this paper as Eagly, 2005
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- Authors
- Eagly, A. H.
- Affiliations
- Northwestern University (US)
- Corresponding author
- Eagly, Alice H.
- ORCID
- Eagly, Alice H.
- Venue
- The Leadership Quarterly
- Publisher
- Elsevier BV
- Published
- 2005-06
- Volume
- 16
- Issue
- 3
- Pages
- 459-474
- ISSN
- 1048-9843 (ISSN-L)
- OpenAlex
- W2000652552
- Cited by
- 682
- References
- 66
- Citations by year
- 2026: 13 · 2025: 26 · 2024: 60 · 2023: 42 · 2022: 48 · 2021: 33 · 2020: 89 · 2019: 31 · 2018: 36 · 2017: 52 · 2016: 29 · 2015: 41 · 2014: 37 · 2013: 24 · 2012: 24
- FWCI
- 23.71
- Type
- journal article
- Language
- en
- Open access
- closed
- Locations
- The Leadership Quarterly (publishedVersion)
- Topics
- Social Sciences › Gender Studies › Gender Diversity and Inequality
- 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 › Job Satisfaction and Organizational Behavior
- Keywords
- relational authenticity, authentic leadership, gender differences in leadership, women in leadership, leadership legitimacy, social identification, personal identification, leadership training, values-based leadership
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