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Warning for excessive positivity: Authentic leadership and other traps in leadership studies
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“Both critiques point out that the conceptualisation and operationalisation of these prominent leadership styles confound the variable with its effects.”
From A meta-analysis of the role of trust in the leadership- performance relationship (2021) · cites this paper as Alvesson & Einola, 2019
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Authentic leadership development: Getting to the root of positive forms of leadership
Avolio, B. J., & Gardner, W. L. (2005) · The Leadership Quarterly · doi:10.1016/j.leaqua.2005.03.001 · Cited by 5,478
Authentic Leadership: Development and Validation of a Theory-Based Measure†
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Ethics, character, and authentic transformational leadership behavior
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On making causal claims: A review and recommendations
Antonakis, J., Bendahan, S., Jacquart, P., & Lalive, R. (2010) · The Leadership Quarterly · doi:10.1016/j.leaqua.2010.10.010 · Cited by 2,441
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An evaluation of conceptual weaknesses in transformational and charismatic leadership theories
Yukl, G. (1999) · The Leadership Quarterly · doi:10.1016/s1048-9843(99)00013-2 · Cited by 2,058
TARGET ARTICLE: Toward a Conceptualization of Optimal Self-Esteem
Kernis, M. H. (2003) · Psychological Inquiry · doi:10.1207/s15327965pli1401_01 · Cited by 1,683 · cited 1×
““Self” is a philosophical or psychological concept (see also Kernis, 2003) whereas “role” is a response to external expectations.”
BackgroundPersonality at the crossroads : current issues in interactional psychology
Magnusson, D., & Endler, N. S. (1977) · Lawrence Erlbaum Associates eBooks · Cited by 1,460
Authentic leadership: A review of the literature and research agenda
Gardner, W. L., Cogliser, C. C., Davis, K. M., & Dickens, M. P. (2011) · The Leadership Quarterly · doi:10.1016/j.leaqua.2011.09.007 · Cited by 1,340
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Leadership, creativity and innovation: a meta-analytic review
Lee, A., Legood, A., Hughes, D., Tian, A. W., Newman, A., & Knight, C. (2020) · European Journal of Work and Organizational Psychology · doi:10.1080/1359432x.2019.1661837 · Cited by 425
Alvesson, M. G., & Sandberg, J. (2020) · Journal of Management Studies · doi:10.1111/joms.12582 · Cited by 337
“According to a growing number of commentators, many, if not most, subareas of leadership studies suffer from questionable assumptions, design and theoretical reasoning (e.g. Alvesson and Einola, 2019; Hunter, Bedell-Avers and Mumford, 2007; Fischer, 2018).”
Self-citationLeadership Styles: A Comprehensive Assessment and Way Forward
Fischer, T., & Sitkin, S. B. (2023) · Academy of Management Annals · doi:10.5465/annals.2020.0340 · Cited by 303
Ethical leadership: Mapping the terrain for concept cleanup and a future research agenda
Banks, G. C., Fischer, T., Gooty, J., & Stock, G. (2021) · The Leadership Quarterly · doi:10.1016/j.leaqua.2020.101471 · Cited by 260
Meanings of Theory: Clarifying Theory through Typification
Sandberg, J., & Alvesson, M. (2020) · Journal of Management Studies · doi:10.1111/joms.12587 · Cited by 214
“…mirroring of reality, but has in significant ways also been determined through researchers’ choice and specification of constructs, such as self-awareness, relational transparency, balanced processing and internalized moral perspective (Alvesson and Einola, 2019; Nyberg and Sveningsson, 2014).”
BackgroundSelf-citationAuthentic leadership theory: The case for and against
Gardner, W. L., Karam, E. P., Alvesson, M. G., & Einola, K. (2021) · The Leadership Quarterly · doi:10.1016/j.leaqua.2021.101495 · Cited by 327
Self-citationLeadership and work engagement: Exploring explanatory mechanisms
Decuypere, A., & Schaufeli, W. B. (2019) · German Journal of Human Resource Management Zeitschrift für Personalforschung · doi:10.1177/2397002219892197 · Cited by 355
“For example, some leadership research focuses on contextual elements of leadership, which avoids falling into the hero-myth trap (Alvesson and Einola, 2019; Yukl, 1999).”
BackgroundInfluentialA critique of the Leader-Member Exchange construct: Back to square one
Gottfredson, R. K., Wright, S. L., & Heaphy, E. D. (2020) · The Leadership Quarterly · doi:10.1016/j.leaqua.2020.101385 · Cited by 205
A meta-analysis of the role of trust in the leadership- performance relationship
Legood, A., van der Werff, L., Lee, A., & Den Hartog, D. (2021) · European Journal of Work and Organizational Psychology · doi:10.1080/1359432x.2020.1819241 · Cited by 241
The Theory Crisis in Management Research: Solving the Right Problem
Cronin, M. A., Stouten, J., & van Knippenberg, D. (2021) · Academy of Management Review · doi:10.5465/amr.2019.0294 · Cited by 164
Wood, B. P., Eid, R., & Agag, G. (2021) · International Journal of Hospitality Management · doi:10.1016/j.ijhm.2021.102993 · Cited by 138
“Although different other styles of leadership such as authentic leadership (Alvesson and Einola, 2019), transformational leadership (Hoch et al.”
BackgroundAntecedents and outcomes of authentic leadership across culture: A meta-analytic review
Zhang, Y. E., Guo, Y., Zhang, M., Xu, S., Liu, X., & Newman, A. (2021) · Asia Pacific Journal of Management · doi:10.1007/s10490-021-09762-0 · Cited by 158
“For example, Alvesson and Einola (2019) has challenged the contribution of authentic leadership research by warning that authentic leadership represents an “excessive positivity fashion” in leadership studies.”
BackgroundResultBayighomog, S. W., & Araslı, H. (2021) · Tourism Management · doi:10.1016/j.tourman.2021.104406 · Cited by 152
Upbeat leadership: A recipe for – or against – “successful” leadership studies
Alvesson, M. G. (2020) · The Leadership Quarterly · doi:10.1016/j.leaqua.2020.101439 · Cited by 121
Self-citationEffects of charismatic leadership and rewards on individual performance
Meslec, N., Curșeu, P. L., Fodor, O. C., & Kenda, R. (2020) · The Leadership Quarterly · doi:10.1016/j.leaqua.2020.101423 · Cited by 110
Zombie leadership: Dead ideas that still walk among us
Haslam, S. A., Alvesson, M., & Reicher, S. D. (2024) · The Leadership Quarterly · doi:10.1016/j.leaqua.2023.101770 · Cited by 100
Self-citationChang, W., Busser, J. A., & Liu, A. (2020) · International Journal of Contemporary Hospitality Management · doi:10.1108/ijchm-06-2019-0551 · Cited by 106
Be(com)ing Real: a Multi-source and an Intervention Study on Mindfulness and Authentic Leadership
Nübold, A., Quaquebeke, N. V., & Hulsheger, U. R. (2019) · Journal of Business and Psychology · doi:10.1007/s10869-019-09633-y · Cited by 96
“That said, theorising and operationalization of the concept of authentic leadership is also not at an end and will likely need further revision in order to more conclusively interpret effects (Alvesson & Einola, 2019).”
Does leadership still not need emotional intelligence? Continuing “The Great EI Debate”
Dasborough, M. T., Ashkanasy, N. M., Humphrey, R. H., Harms, P. D., Credé, M., & Wood, D. (2021) · The Leadership Quarterly · doi:10.1016/j.leaqua.2021.101539 · Cited by 129
The Science of Leadership: A theoretical model and research agenda
Carton, A. M. (2022) · Annual Review of Organizational Psychology and Organizational Behavior · doi:10.1146/annurev-orgpsych-012420-091227 · Cited by 84
Reconciling identity leadership and leader identity: A dual-identity framework
Haslam, S. A., Gaffney, A. M., Hogg, M. A., Rast, D. E., & Steffens, N. K. (2022) · The Leadership Quarterly · doi:10.1016/j.leaqua.2022.101620 · Cited by 96
Servant leadership influencing store-level profit: The mediating effect of employee flourishing
Giolito, V. J., Liden, R. C., van Dierendonck, D., & Cheung, G. W. (2021) · Journal of Business Ethics · doi:10.1007/s10551-020-04509-1 · Cited by 87
“First, it empirically counters some theoretical arguments proposed by critics of ethical and moral approaches to leadership (Alvesson and Einola 2019; Liu 2019).”
BackgroundA fatal flaw: Positive leadership style research creates causal illusions
Fischer, T., Dietz, J., & Antonakis, J. (2024) · The Leadership Quarterly · doi:10.1016/j.leaqua.2023.101771 · Cited by 100
“…as those of the arguments, set out in past scathing critiques, that research on positive leadership styles implies a feel-good world in which good deeds lead to good outcomes, when the reality of leadership is also hard-nosed and power based (Alvesson, 2020; Alvesson & Einola, 2019; Pfeffer, 2015).”
BackgroundBlake, A. B., Luu, V. H., Petrenko, O. V., Gardner, W. L., Moergen, K. J. N., & Ezerins, M. E. (2022) · The Leadership Quarterly · doi:10.1016/j.leaqua.2021.101593 · Cited by 91
Steffens, N. K., Wolyniec, N., Okimoto, T. G., Mols, F., Haslam, S. A., & Kay, A. A. (2021) · The Leadership Quarterly · doi:10.1016/j.leaqua.2021.101498 · Cited by 61
CEO Sociopolitical Activism as a Signal of Authentic Leadership to Prospective Employees
Appels, M. (2022) · Journal of Management · doi:10.1177/01492063221110207 · Cited by 80
“…al., 2016; Steffens et al., 2016; Weischer et al., 2013) — a fi nding which has been critically discussed due to its discrepancy with Kernis ’ s (2003) morally resolute conceptualization of authenticity (Algera & Lips-Wiersma, 2012; Alvesson & Einola, 2019; Gardner, Karam, Alvesson, & Einola, 2021).”
BackgroundInfluentialFrom genes to minds to cultures: Evolutionary approaches to leadership
van Vugt, M., & Rueden, C. R. V. (2020) · The Leadership Quarterly · doi:10.1016/j.leaqua.2020.101404 · Cited by 92
Differentiating leader hubris and narcissism on the basis of power
Asad, S., & Sadler‐Smith, E. (2020) · Leadership · doi:10.1177/1742715019885763 · Cited by 68
“Calls for post- heroic leadership (Grint, 2010) and critiques of and warnings against ‘excessive positivity’ in leadership studies (Alvesson and Einola, 2019: 383) can help to focus attention on the problem.”
BackgroundAlvesson, M. G., & Sandberg, J. (2023) · Journal of Management Studies · doi:10.1111/joms.12969 · Cited by 93
Self-citationFischer, T., Hambrick, D. C., Sajons, G. B., & Quaquebeke, N. V. (2020) · The Leadership Quarterly · doi:10.1016/s1048-9843(20)30076-x · Cited by 65
The perils of authentic leadership theory
Einola, K., & Alvesson, M. G. (2021) · Leadership · doi:10.1177/17427150211004059 · Cited by 63
“This is not particularly credible (Alvesson, 2020; Alvesson and Einola, 2019; Fischer, 2018; Tourish, 2019).”
BackgroundInfluentialSelf-citationLiborius, P., & Kiewitz, C. (2022) · Journal of Vocational Behavior · doi:10.1016/j.jvb.2022.103719 · Cited by 60
The dark side of leadership: A systematic review of creativity and innovation
Mehraein, V., Visintin, F., & Pittino, D. (2023) · International Journal of Management Reviews · doi:10.1111/ijmr.12334 · Cited by 83
Eaton, L., Bridgman, T. N., & Cummings, S. P. (2024) · Leadership · doi:10.1177/17427150241232705 · Cited by 85
Eva, N., Howard, J. L., Liden, R. C., Morin, A. J. S., & Schwarz, G. (2024) · Journal of Management Studies · doi:10.1111/joms.13156 · Cited by 68
Critical literature reviews: A critique and actionable advice
Wright, A., & Michailova, S. (2022) · Management Learning · doi:10.1177/13505076211073961 · Cited by 59
“Critiques of our type (e.g. Alvesson and Einola, 2019) do not present deeply detailed methods to be replicated by others; rather, they “grapple with the complexity, recognize the uncertainty and offer creative, thought-provoking insights, ideas and possibilities that may resonate with scholars in…”
Stock, G. B., Banks, G. C., Voss, E. N., Tonidandel, S., & Woznyj, H. M. (2022) · The Leadership Quarterly · doi:10.1016/j.leaqua.2022.101632 · Cited by 72
When ‘Good’ Leadership Backfires: Dynamics of the leader/follower relation
Einola, K., & Alvesson, M. G. (2019) · Organization Studies · doi:10.1177/0170840619878472 · Cited by 52
“…like the case of transformational or authentic leadership, also receive devastating critique for ill-defined concepts, ideological bias, tautological reasoning and weak empirical studies (Alvesson & Einola, 2019; Spoelstra, Butler, & Delaney, 2016; Van Knippenberg & Sitkin, 2013; Yukl, 1999).”
BackgroundSelf-citationRibeiro, N. M. P., Duarte, A. P., Filipe, R., & David, R. (2021) · Sustainability Accounting Management and Policy Journal · doi:10.1108/sampj-11-2019-0423 · Cited by 62
How and when top manager authentic leadership influences team voice: A moderated mediation model
Zheng, X., Liu, X., Liao, H., Qin, X., & Ni, D. (2022) · Journal of Business Research · doi:10.1016/j.jbusres.2022.02.073 · Cited by 48
Bai, Y., Wang, Z., Alam, M., Gul, F., & Wang, Y. (2022) · Frontiers in Psychology · doi:10.3389/fpsyg.2022.879176 · Cited by 46
Moral Recovery and Ethical Leadership
Cullen, J. G. (2020) · Journal of Business Ethics · doi:10.1007/s10551-020-04658-3 · Cited by 60
“Alvesson and Einola (2019) have warned about the limitations of studying authentic, ethical, spiritual, and servant-based models as these approaches can result in depictions of leadership which are removed from the realities of contemporary organizational experiences.”
Background‘Only Connect!’: Exploring the Critical Dialectical Turn in Leadership Studies
COLLINSON, D. L. (2020) · Organization Theory · doi:10.1177/2631787720913878 · Cited by 47
“Authentic leaders’ positivity is viewed as infectious, creating ‘positive psychological capital’, ‘positive moral perspective’ and ‘positive climate’ throughout the organization (Alvesson & Einola, 2019).”
BackgroundReslan, F. B., Garanti, Z., & Emeagwali, O. L. (2021) · Baltic Journal of Management · doi:10.1108/bjm-09-2020-0321 · Cited by 55
Measuring behaviors counterfactually
Fischer, T. (2023) · The Leadership Quarterly · doi:10.1016/j.leaqua.2023.101750 · Cited by 47
Organizational performance with a broader focus: The case for a stakeholder approach to leadership
Lemoine, G. J., Eva, N., Meuser, J. D., & Falotico, P. (2020) · Business Horizons · doi:10.1016/j.bushor.2020.10.007 · Cited by 50
A systematic and critical review of research on respect in leadership
Rudolph, C. W., Katz, I. M., Ruppel, R., & Zacher, H. (2020) · The Leadership Quarterly · doi:10.1016/j.leaqua.2020.101492 · Cited by 41
Fladerer, M. P., & Braun, S. H. (2020) · British Journal of Management · doi:10.1111/1467-8551.12396 · Cited by 48
“…the called-for temporal element into management theorizing and research (Fischer, Dietz and Antonakis, 2017; Kelemen, Matthews and Breevaart, 2019; McClean et al., 2019; McCormick et al., 2018), especially in relation to AL (Alvesson and Einola, 2019; Ibarra, 2015; Sidani andRowe, 2018).”
BackgroundInfluentialMehta, M., Sarvaiya, H., & Chandani, A. (2020) · International Journal of Sociology and Social Policy · doi:10.1108/ijssp-06-2020-0214 · Cited by 41
“Based on organisation studies, scholars have found a range of theories – such as transformational, authentic, ethical, servant and participative leadership (Alvesson and Einola, 2019).”
BackgroundLeadership Strategies for Managing Change and Fostering Innovation Over Private Higher Education
Awashreh, R. A. (2025) · Advances in human resources management and organizational development book series · doi:10.4018/979-8-3373-0149-5.ch018 · Cited by 45
Nieken, P. (2022) · The Leadership Quarterly · doi:10.1016/j.leaqua.2022.101631 · Cited by 47
Understanding the Leaders of Tomorrow: The Need to Study Leadership in Adolescence
Tackett, J. L., Reardon, K. W., Fast, N. J., Johnson, L. U., Kang, S. K., Lang, J. W. B., & Oswald, F. L. (2022) · Perspectives on Psychological Science · doi:10.1177/17456916221118536 · Cited by 45
“This work is highly complementary and consistent with leadership research on understanding emergent and effective leadership on the basis of group composition, specific situational tasks, and other key contexts (e.g., Alvesson & Einola, 2019; Dinh et al., 2014; Neubert & Taggar, 2004).”
ResultSchowalter, A. F., & Volmer, J. (2023) · The Leadership Quarterly · doi:10.1016/j.leaqua.2023.101722 · Cited by 45
Chang, S. M., Budhwar, P. S., & Crawshaw, J. R. (2021) · Frontiers in Psychology · doi:10.3389/fpsyg.2021.635106 · Cited by 58
“As a result, consequential research has not adequately explained the conflation between the manager’s behaviors and their values, traits, and behaviors (Alvesson and Einola, 2019).”
BackgroundSergeeva, N., & Kortantamer, D. (2021) · International Journal of Project Management · doi:10.1016/j.ijproman.2021.09.001 · Cited by 37
“In line with the growing interest in authentic leadership within the leadership literature (e.g., Alvesson and Einola, 2019; Avolio et al., 2004; Avolio and Gardner, 2005; Cooper et al., 2005; Gardner et al., 2005; Crawford et al., 2020; George et al., 2015; Ilies et al., 2005; Ladkin and Taylor,…”
BackgroundLemoine, G. J., Hartnell, C. A., Hora, S., & Watts, D. I. (2023) · Personnel Psychology · doi:10.1111/peps.12605 · Cited by 43
Building trust: How leaders can engender feelings of trust among followers
Soderberg, A. T., & Romney, A. C. (2021) · Business Horizons · doi:10.1016/j.bushor.2021.02.031 · Cited by 33
Stranger Leaders: A Theory of Marginal Leaders’ Conception of Learning in Organizations
Petriglieri, G., & Peshkam, A. (2021) · Academy of Management Journal · doi:10.5465/amj.2019.0162 · Cited by 33
Vigor at work mediates the effect of transformational and authentic leadership on engagement
López‐Zafra, E., Pulido‐Martos, M., & Cortés-Denia, D. (2022) · Scientific Reports · doi:10.1038/s41598-022-20742-2 · Cited by 50
Raziq, M. M., Wazir, R., Memon, M. A., Rice, J., & Moazzam, M. (2024) · International Journal of Productivity and Performance Management · doi:10.1108/ijppm-09-2023-0489 · Cited by 47
Li, H., Hameed, J., Khuhro, R. A., Albasher, G. I., Al-Qahtani, W. S., Sadiq, M. W., & Wu, T. (2021) · Frontiers in Psychology · doi:10.3389/fpsyg.2020.634375 · Cited by 31
“The problems of illiteracy, and social and political pressures had created hurdles in the way of Pakistan’s prosperity (Huang et al., 2017; Alvesson and Einola, 2019).”
BackgroundGardner, W. L., Hanna, A. A., Noghani, F., & Cogliser, C. C. (2023) · Annual Review of Organizational Psychology and Organizational Behavior · doi:10.1146/annurev-orgpsych-110721-040430 · Cited by 34
The narcissistic appeal of leadership theories.
Steffens, N. K., Chong, M. S. P., & Haslam, S. A. (2020) · American Psychologist · doi:10.1037/amp0000738 · Cited by 30
The relationship between managers' narcissism and overconfidence on corporate risk-taking
Salehi, M., Naeini, A. A. A., & Rouhi, S. (2020) · The TQM Journal · doi:10.1108/tqm-07-2020-0168 · Cited by 29
Rego, A., Cunha, M. P. E., & Giustiniano, L. (2021) · Journal of Business Ethics · doi:10.1007/s10551-021-04792-6 · Cited by 38
West, T. H. R., Daher, P., Dawson, J. F., Lyubovnikova, J., Buttigieg, S. C., & West, M. A. (2022) · BMJ Open · doi:10.1136/bmjopen-2021-052778 · Cited by 27
Liu, S., Chu, F., Guo, M., & Liu, Y. (2021) · Leadership & Organization Development Journal · doi:10.1108/lodj-03-2020-0080 · Cited by 27
Practical wisdom: A virtue for leaders. Bringing together Aquinas and Authentic Leadership
Ferrero, I., Rocchi, M., Pellegrini, M. M., & Reichert, E. (2020) · Business Ethics A European Review · doi:10.1111/beer.12298 · Cited by 28
The problem of demand effects in power studies: Moving beyond power priming
Khademi, M., Mast, M. S., Zehnder, C., & Priest, O. D. S. (2021) · The Leadership Quarterly · doi:10.1016/j.leaqua.2021.101496 · Cited by 26
Yang, Y., & Lin, W.-S. (2022) · Asia Pacific Management Review · doi:10.1016/j.apmrv.2022.07.002 · Cited by 38
Developing oneself to serve others? Servant leadership practices of mindfulness-trained leaders
Urrila, L. I., & Eva, N. (2024) · Journal of Business Research · doi:10.1016/j.jbusres.2024.114858 · Cited by 40
Gardner, W. L., Karam, E. P., Noghani, F., Cogliser, C. C., Gullifor, D. P., Mhatre, K. H., Ge, S., Bi, R., Yan, Z., & Dahunsi, D. (2024) · Journal of Management & Organization · doi:10.1017/jmo.2024.68 · Cited by 25
“Some of the harshest criticism was advanced by Alvesson and Einola (2019, p. 389) in a scathing indictment of AL research by making the case that authenticity and leadership are inherently incompatible, should remain separate, and attempts to measure AL constitute ‘mission impossible’.”
InfluentialLİDERLİK TARZLARININ BİBLİYOMETRİK ANALİZİ
Doğan, S., Doğan, T., & Aykan, E. (2021) · Erciyes Üniversitesi Sosyal Bilimler Enstitüsü Dergisi · doi:10.48070/erusosbilder.875279 · Cited by 23
Kyei-Frimpong, M., Adu, I. N., Suleman, A.-R., & Boakye, K. O. (2022) · Journal of Work-Applied Management · doi:10.1108/jwam-01-2022-0001 · Cited by 23
Linking Spiritual Leadership with Other Leadership Concepts: A Literature Review of Four Decades
Samul, J. (2024) · SAGE Open · doi:10.1177/21582440241252402 · Cited by 47
“Alvesson and Einola (2019) critically examined authentic leadership, and they claimed that much of the criticism can also be applicable to other positive leadership theories.”
InfluentialIn the Service of the Prince: A Meta‐Analytic Review of Machiavellian Leadership
Marbut, A. R., Harms, P. D., & Credé, M. (2025) · Journal of Organizational Behavior · doi:10.1002/job.2877 · Cited by 26
Surty, S., & Scheepers, C. B. (2020) · Management Research Review · doi:10.1108/mrr-03-2019-0094 · Cited by 27
Sewell, D. K., Ballard, T., & Steffens, N. K. (2021) · The Leadership Quarterly · doi:10.1016/j.leaqua.2021.101517 · Cited by 22
The development and practice of authentic leadership: a cultural lens
Williams, E. N., Grande, S. E., Nakamura, Y. T., Pyle, L. K., & Shaw, G. C. (2021) · European journal of training and development · doi:10.1108/ejtd-03-2021-0039 · Cited by 24
Gottfredson, R. K., Wright, S., & Heaphy, E. D. (2022) · Journal of Occupational and Organizational Psychology · doi:10.1111/joop.12395 · Cited by 24
Sumanth, J. J., Černe, M., Hannah, S. T., & Škerlavaj, M. (2023) · Journal of Leadership & Organizational Studies · doi:10.1177/15480518231180064 · Cited by 32
“Various researchers have argued that AL theory has both methodological and theoretical limitations (e.g., Alvesson & Einola, 2019; Gardner et al., 2021; Gardiner, 2011).”
BackgroundA time to act and a time for restraint: Everyday sensegiving in the context of paradox
Benbenisty, Y., & Luria, G. (2021) · Journal of Organizational Behavior · doi:10.1002/job.2537 · Cited by 21
Qureshi, T. M. (2020) · Academy of strategic management journal/Academy of Strategic Management journal · Cited by 20
Arokiasamy, A. R. A., Rizaldy, H., & Qiu, R. (2022) · Advances in Decision Sciences · doi:10.47654/v26y2022i2p26-47 · Cited by 21
Zaman, U., Damij, N., Khaliq, A., Nawaz, M. S., & Pradana, M. (2022) · International Journal of Managing Projects in Business · doi:10.1108/ijmpb-11-2021-0294 · Cited by 20
Helmuth, C. A., Cole, M. S., & Vendette, S. (2023) · Journal of Organizational Behavior · doi:10.1002/job.2723 · Cited by 38
The tone at the top: a trickle-down model of how manager anger relates to employee moral behaviour
Stollberger, J., Bosch, M. J., Heras, M. L., Rofcanın, Y., & Daher, P. (2020) · European Journal of Work and Organizational Psychology · doi:10.1080/1359432x.2020.1804876 · Cited by 19
Docility, Obedience and Discipline: Towards Dirtier Leadership Studies?
Alvehus, J. (2021) · Journal of Change Management · doi:10.1080/14697017.2021.1861696 · Cited by 20
“…more apparent than in calls for ‘authentic’ and ‘transformative’ leadership (e.g. Bass & Steidlmeier, 1999; Ladkin & Taylor, 2010) – there is an ongoing struggle for leadership to remain an immaculate and positive concept (Alvesson & Einola, 2019), free from traces of management and manipulation.”
BackgroundTowards a Model of Leader Character Development: Insights From Anatomy and Music Therapy
Crossan, M. M., Ellis, C., & Crossan, C. (2021) · Journal of Leadership & Organizational Studies · doi:10.1177/15480518211005455 · Cited by 22
“It is not our intention to cast leader character as a heroic form of leadership wherein context does not matter as per the critique made by Alvesson and Einola (2019)—quite the opposite.”
BackgroundInfluentialOrganizational learning through character-based judgment
Crossan, M. M., Nguyen, B., Sturm, R. E., Vera, D. M., Pardo, A. C. R., & Maurer, C. C. (2022) · Management Learning · doi:10.1177/13505076221100918 · Cited by 22
“Examining character as potentially operating in a dysfunctional way also mitigates the danger of falling into the trap of excessive positivity (Alvesson and Einola, 2019).”
BackgroundWang, Z., Guan, C., & Cai, S. (2022) · Chinese Management Studies · doi:10.1108/cms-10-2021-0437 · Cited by 20
The gaslighting of authentic leadership 2.0
Alvesson, M. G., & Einola, K. (2022) · Leadership · doi:10.1177/17427150221125271 · Cited by 23
Self-citationMacamo, A., & Klasmeier, K. N. (2024) · European Journal of Work and Organizational Psychology · doi:10.1080/1359432x.2024.2361511 · Cited by 22
“However, reflecting on criticism on authentic leadership and its conceptualization (e.g., Alvesson & Einola, 2019; Gardner et al., 2021; Helmuth et al., 2023; Ostermeier et al., 2023) as well as empirical insights on inconsistent leader behaviour (e.g., Kelemen et al., 2020), there may be boundary…”
InfluentialBradley-Cole, K. (2021) · Leadership · doi:10.1177/17427150211016163 · Cited by 20
“…confusion and responds to the calls for researchers to refine the definition of authentic leadership (Gardner et al., 2021) and pay more attention to relational aspects and the legitimization processes of followers (Alvesson and Einola, 2019; Gardner et al., 2011; Sidani and Rowe, 2018).”
BackgroundDurrah, O., & Kahwaji, A. T. (2022) · Employee Responsibilities and Rights Journal · doi:10.1007/s10672-022-09414-5 · Cited by 24
“This leadership direction is adequate for challenges and situations that require different leadership techniques, and although chameleon leadership has rigid guidelines, it is not applicable in all situations (Alvesson & Einola, 2019).”
BackgroundXiu, L., Lv, F., & van Dierendonck, D. (2023) · European Journal of Management and Business Economics · doi:10.1108/ejmbe-09-2022-0281 · Cited by 21
Pajuoja, M., Viitala, R. L., & Henttonen, K. (2025) · Review of Managerial Science · doi:10.1007/s11846-025-00837-6 · Cited by 17
“Moreover, these theories might be too “grandiose” to investigate supervisors’ daily activities with their subordinates in SME workplaces (see Alvesson and Einola 2019; Alvesson and Kärreman 2016).”
Effects of emerging leadership styles on engagement – a mediation analysis in a military context
Moreno, A. R., Bravo, M. I. R., García-Guiu, C., Fernández, L. M. L., Extremera, N., Navarro‐Carrillo, G., & Valor‐Segura, I. (2021) · Leadership & Organization Development Journal · doi:10.1108/lodj-05-2020-0222 · Cited by 19
Crisis Leadership: Political Leadership during the COVID-19 Pandemic
Samad, A., Jerjawi, K. A., & Dadich, A. (2022) · Sustainability · doi:10.3390/su15010266 · Cited by 21
Johnson, H. H., Bluhm, D. J., Hannah, S. T., Avolio, B. J., & Lester, P. B. (2023) · Human Performance · doi:10.1080/08959285.2023.2261002 · Cited by 20
“Building on their comment, Alvesson and Einola (2019, p. 385) question if authentic leadership “may distract from what is required to align people and get tasks done”.”
BackgroundMethodInfluential
Metadata
- Authors
- Alvesson, M., & Einola, K.
- Affiliations
- Lund University (SE)
- Hanken School of Economics (FI)
- Corresponding author
- Alvesson, Mats
- Venue
- The Leadership Quarterly
- Publisher
- Elsevier BV
- Published
- 2019-08
- Volume
- 30
- Issue
- 4
- Pages
- 383-395
- ISSN
- 1048-9843 (ISSN-L)
- OpenAlex
- W2940826307
- Cited by
- 412
- References
- 86
- Citations by year
- 2026: 57 · 2025: 56 · 2024: 64 · 2023: 58 · 2022: 71 · 2021: 55 · 2020: 40 · 2019: 10
- FWCI
- 67.67
- Type
- journal article
- Language
- en
- Open access
- green
- hdl.handle.net
- Locations
- The Leadership Quarterly (publishedVersion)
- Työväentutkimus Vuosikirja (submittedVersion)
- Lund University Publications (Lund University) (submittedVersion)
- Topics
- 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
- Social Sciences › Business, Management and Accounting › Organizational Behavior and Human Resource Management › Employee Performance and Leadership
- Keywords
- authentic leadership, positive leadership, tautology, measurement instruments, transformational leadership, servant leadership, ethical leadership, spiritual leadership, corporate life
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