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Warning for excessive positivity: Authentic leadership and other traps in leadership studies

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Alvesson, Mats, Einola, Katja·2019·The Leadership Quarterly

DOI 10.1016/j.leaqua.2019.04.001

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““Self” is a philosophical or psychological concept (see also Kernis, 2003) whereas “role” is a response to external expectations.”
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Personality 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
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“The critical discussion of Alvesson and Einola (2019) also emphasises the zeitgeist or spirit of our time, which facilitates the emergence of positive forms of leadership, such as AL.”
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“Whereas critics used these results to delegitimize authentic leadership theory (Alvesson and Einola, 2019; Alvesson, 2020), a more constructive lecture shows that these findings support Bass and Steidlmeier (1999) theorizing about transformational leadership being rooted on authenticity.”
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A multilevel study of authentic leadership, collective efficacy, and team performance and commitment
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“stemming from a tension between utilitiarian and deontological perspectives (Alvesson and Einola, 2019).”
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“Yet Alvesson and Einola (2019) concluded that “Combining both, authenticity and leadership, in one concept becomes an endeavor only heroes from mythological realm can even aspire to successfully overcome” (pp. 384–385).”
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“Interview studies focused on leadership as a primary aim are subject to impression management and other related biases (Alvesson & Einola, 2019).”
Background
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“The exclusion of items 1 and 7 of the new Relational and Moral factor and item 13 of the Self-Awareness factor is considered acceptable from a theoretical point of view, since the remaining items are capable of expressing the concepts of relational transparency (leaders show themselves as they are), moral perspective…”
Background
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“Nonetheless, employees who rely on past experiences may develop adverse perceptions of current leadership behavior (Alvesson & Einola, 2019).”
Background
A Research Review of Leadership Styles
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“Furthermore, while the general principles of authentic leadership are well-documented (Alvesson & Einola, 2019; Banks et al., 2016; George et al., 2007), there is a lack of detailed analysis on how these principles are practically applied and perceived in crisis-hit versus non-crisis regions.”
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“We are not the first to point to the problems caused by the proliferation of leadership styles (e.g., Alvesson, 2020; Alvesson & Einola, 2019; Antonakis, 2017).”
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I, strategist
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“…of political tensions during the authoring of this research, to which I allude, resonates with what happens during our normal working lives where diverse moralities produce ethical dilemmas (Alvesson and Einola, 2019; Lapadat, 2017) necessitating affective moral judgements on a daily basis.”
Background
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“This inevitably leads to repetitive outcomes of construct clarity confusion and disagreements among scholars (Alvesson and Einola, 2019; Crawford et al., 2020).”
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“As introduced previously, the reviewed literature emphasized emotional intelligence as an important aspect of an effective leader (Alvesson & Einola, 2019).”
Background
Authentic Leadership and Employee Voice: Roles of Obligation Perception and Power Distance Orientation
Liao, H.-Y., & Shaw, K.-H. (2020) · Business and Management Research · doi:10.5430/bmr.v9n3p25 · Cited by 5
“Authentic leadership enhances employees’ ability to find self-esteem at work, without having to fear leadership authority and organizational pressure to express their opinions and ideas (Alvesson & Einola, 2019).”
Background
Employees' affective commitment to multiple work-related targets: A longitudinal person-centered investigation
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Leadership Behaviors: A Synthesis of Schools of Thought
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“…the first general critical appraisal of neo-behavioral leadership research, and we go beyond review-based critiques of the classical school (e.g., Alvesson & Einola, 2019; Banks, Woznyj, & Mansfield, 2023; Fischer & Sitkin, 2023) by examining both the strengths and limitations of the research…”
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Leadership and the ethics of hope: Václav Havel and the Charter 77 human rights movement in Czechoslovakia
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“Hope ’ s embrace of despair counters the excessive positivity, instrumentalization and ideology criticized in spiritual and authentic leadership (e.g. Alvesson and Einola, 2019).”
Influential
The use of experimental designs to examine causality in authentic leadership: A scoping review
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“Second, in their critique of authentic leadership studies, Alvesson and Einola (2019, p. 390) argued that the evidence is scant.”
Influential
The Crown must always win: Rethinking authentic leadership through ‘The Crown’ series
Kark, R., & Cohen, B. S. (2024) · Journal of Management & Organization · doi:10.1017/jmo.2024.70 · Cited by 5
“They argue that the theory of authentic leadership lacks cohesion across its elements and questions the assumed synergy between them (Alvesson & Einola, 2019; Einola & Alvesson, 2021).”
Influential
Exige-stential leadership: exploring the limits of leadership in a crisis
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Servant leadership and power
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Possibilities for assessing authentic leadership competencies: testing existing instruments and proposing an extended one
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CSR and CEO’s Moral Reasoning in the Automotive Industry in the Era of COVID-19
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“However, CEOs might pretend to show in their interest high stages of moral reasoning (Dodd, 2003) in a kind of a moral washing (Alvesson & Einola, 2019), and thus, with a lack of correspondence with their moral decision-making or their behavior.”
Background
La fin du charisme, la chute du personnage de Daenerys dans la série Game of Thrones
Sardais, C., & Agogué, M. (2022) · Revue française de gestion · doi:10.3166/rfg303.125-142 · Cited by 5
Students with Disabilities’ Access to Distance Education:
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Reconstructing authenticity through a multi-paradigmatic umbrella: A process perspective
Vendette, S., Helmuth, C. A., Intindola, M. L., & Spiller, C. M. (2022) · Leadership · doi:10.1177/17427150221128613 · Cited by 8
“As such, the existing body of research has put forth a number of informative critiques of authentic leadership (e.g. Alvesson and Einola, 2019; Crawford et al., 2020; Einola and Alvesson, 2021; Iszatt-White and Kempster, 2019) and the doctrine of leadership more broadly (Tourish 2019b, 2019c).”
Background
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“(Alvesson & Einola, 2019).”
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“In particular, the tendency to essentialize authenticity — where “ Authentic leadership is generally treated as a stable, ﬁ xed essence or quality ” (Alvesson and Einola, 2019: 393) — is considered problematic.”
Background
Completing the incomplete: bridging human resource management and knowledge transfer in a disruptive context
Salas‐Vallina, A., Swart, J., & Rofcanın, Y. (2023) · Knowledge Management Research & Practice · doi:10.1080/14778238.2023.2288030 · Cited by 6
“Following Einola and Alvesson (2019), we suggest the need to consider the subjective interpretations and judgements in leader-follower interactions.”
Influential
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“This gap requires more attention in both practice and research, as it not only affects the junior group ’ s ability to effectively develop leadership skills but may also impact their outcomes and those of their teams (Gahl, 1984; Alvesson and Einola, 2019).”
Empowering Spiritual Leadership in Organisations
Huda, M., Jandra, M., Rahim, N. M. Z. A., Ihwani, S. S., Musa, N., Ariffin, A. Y., Rofiq, A., Ramle, M. R., & Dorloh, S. (2021) · Advances in logistics, operations, and management science book series · doi:10.4018/978-1-7998-6892-7.ch007 · Cited by 5
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“…and standards are pervasive, and the majority of acting is predicated on roles, necessitating the transfer of the self to the backstage, while “client service smile,” managerial performance, or acting following sex, age, and ordered point are anticipated at organizations (Alvesson & Einola, 2019).”
BackgroundInfluential
The Influence Of Authentic Leadership And Work Engagement Over Innovative Work Behavior
Putra, I. K., Riana, I. G., & Surya, I. B. K. (2020) · Journal of Multidisciplinary Academic · Cited by 5
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Introduction to the Special Issue
COLLINSON, D. L. (2020) · Leadership · doi:10.1177/1742715019886461 · Cited by 5
“Authentic leaders’ positivity is viewed as infectious, creating ‘positive psychological capital,’ ‘positive moral perspective’, and a ‘positive climate’ throughout the organization (Alvesson and Einola, 2019; Collinson, 2012).”
Background
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“We could set a standard for ethical behaviour with no tolerance for dishonesty or consideration of context, as has been a critique of heroic models of leadership (Alvesson & Einola, 2019; Haslam et al., 2024).”
The impact of telework on public service motivation: exploring the role of authentic leadership in pre- and post-pandemic contexts
Hur, S. (2025) · Public Management Review · doi:10.1080/14719037.2025.2476978 · Cited by 4
Islamic Performance Instrument (IPI): An Alternative Servant Leadership (SL) tool for Sustainable Development Goals (SDGs)
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“Perhaps, due to criticisms (Dinh et al., 2013; Judge & Piccolo, 2004; Price, 2003; Spoelstra et al., 2016) or theory inadequacy (Alvesson & Einola, 2019; Bass, 2008).”
Operationalizing an Internal Compass Toward True North in the Development of Authentic Leadership: A Coaching Approach
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Navigating political terrain: a comprehensive review of leadership theories in political science
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Ethical leadership in the Netherlands: testing the broader conceptualization and measurement scale
Shakeel, F., Kruyen, P. M., & van Thiel, S. (2024) · International Journal of Public Leadership · doi:10.1108/ijpl-10-2023-0082 · Cited by 6
Unveiling the potential of perceived authentic leadership to enhance followers’ moral intentions: a self-determination theory perspective
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Psychodynamics of imagination failures: Reflections on the 20th anniversary of 9/11
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“Although positive cultures may inspire organizational members to work hard, innovate, trust and collaborate, improving workplace performance, there are documented downsides to extreme optimism (Collinson, 2012) and excessive positivity (Alvesson and Einola, 2019).”
Background

Authors: Alvesson, M., & Einola, K.
Affiliations: Lund University (SE)
Hanken School of Economics (FI)
Corresponding author: Alvesson, Mats
ORCID: Alvesson, Mats
Einola, Katja
Venue: The Leadership Quarterly
Publisher: Elsevier BV
Published: 2019-08
Volume: 30
Issue: 4
Pages: 383-395
ISSN: 1048-9843 (ISSN-L)
DOI: 10.1016/j.leaqua.2019.04.001
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
Licence: www.elsevier.com/tdm/userlicense/1.0/ (tdm)
www.elsevier.com/legal/tdmrep-license (tdm)
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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Warning for excessive positivity: Authentic leadership and other traps in leadership studies

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