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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”
From Authentic leadership development: Getting to the root of positive forms of leadership (2005) · cites this paper as Eagly, 2005
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Metadata
- 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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