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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†
Walumbwa, F. O., Avolio, B. J., Gardner, W. L., Wernsing, T. S., & Peterson, S. J. (2008) · Journal of Management · doi:10.1177/0149206307308913 · Cited by 3,471
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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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Thompson, R., Hurwitz, M., & Shufutinsky, A. (2026) · Journal of Management Development · doi:10.1108/jmd-02-2026-602 · Cited by 1
Karsaklian, E. (2019) · Journal of Leadership Studies · doi:10.1002/jls.21640
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Mehta, M., & Chandani, A. (2021) · Advances in finance, accounting, and economics book series · doi:10.4018/978-1-6684-3374-4.ch003
Genuine Servant Leadership (GSL) Impacting Employee Motivation and Work Intentions
Pressentin, M. (2021) · Advances in logistics, operations, and management science book series · doi:10.4018/978-1-7998-8820-8.ch002
Monzani, L., Mateu, G., Ripoll, P., Rodríguez, E. M. L., & Piero, J.-M. (2021) · SSRN Electronic Journal · doi:10.2139/ssrn.3972253
Brasser, M. (2022) · Springer eBooks · doi:10.1007/978-3-658-35521-0_3
Preparing Managers to Lead for Diversity, Equity, and Inclusion
Keiffer-Lewis, V., & Berman, J. (2022) · Advances in logistics, operations, and management science book series · doi:10.4018/978-1-7998-8239-8.ch010
Collective Authenticity: A Case for Subordinates
Akuffo, I. N., & Kivipõld, K. (2020) · Springer eBooks · doi:10.1007/978-3-319-31816-5_4141-1
Tomkins, L. (2020) · Edward Elgar Publishing eBooks · doi:10.4337/9781788975506.00006
References and Further Reading
(2022) · Emerald Group Publishing Limited eBooks · doi:10.1108/978-1-80117-542-520221020
Sternberg, R. J., & Glück, J. (2022) · Cambridge University Press eBooks · doi:10.1017/9781009085724.017
Practical Implications of Credible and Authentic Leadership in Organizations
Majaliwa, T. A. (2022) · Science Journal of Business and Management · doi:10.11648/j.sjbm.20221001.18
Nindia, E. A., Kusmaningtyas, A., & Nugroho, R. (2022) · World Journal of Advanced Research and Reviews · doi:10.30574/wjarr.2022.15.2.0791
“Along with ethical or transformative leadership, genuine leadership belongs to a group of positive forms of leadership [13].”
(2022) · Journal of Values-Based Leadership · doi:10.22543/1948-0733.1449 · Cited by 1
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Behren, M. T. V. (2021) · International Journal of Servant-Leadership · doi:10.33972/ijsl.15
العنزي, ع. ا. ب. ف. ر. (2022) · مجلة كلية التربية جامعة بنها · doi:10.21608/jfeb.2022.283854
Assessing the strategic levers in the discourse of best-performing CEOs: a three-dimensional model
Galán-Cubillo, J., García‐Ortega, B., & de‐Miguel‐Molina, B. (2023) · Corporate Communications An International Journal · doi:10.1108/ccij-07-2022-0081
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The Many Faces of Business Transparency
Dholakia, U. M. (2023) · Springer eBooks · doi:10.1007/978-3-031-12145-6_1
Transparent Business Leadership
Dholakia, U. M. (2023) · Springer eBooks · doi:10.1007/978-3-031-12145-6_5
Collective Authenticity: A Case for Subordinates
Akuffo, I. N., & Kivipõld, K. (2022) · Springer eBooks · doi:10.1007/978-3-030-66252-3_4141
Developing Critical Approaches to Educational Leadership
Niesche, R. (2023) · Springer eBooks · doi:10.1007/978-3-031-36801-1_8
Sakalauskas, D. P., & Terry, G. S. (2023) · Emerald Group Publishing Limited eBooks · doi:10.1108/978-1-80262-013-920231016
The ComPILAR Model of Group Dynamics Elaborating Authentic Leadership
Heslop, B. (2023) · Emerald Group Publishing Limited eBooks · doi:10.1108/978-1-80262-013-920231007
درجة ممارسة مديرات المدارس بمحافظة المخواة للقيادة الأصيلة من وجهة نظر المعلمات
الزهراني, ع. ا. س., & العمري, أ. ب. ي. ب. (2023) · Maǧallaẗ Kulliyyaẗ Al-Tarbiyyaẗ Bil-Manṣūraẗ · doi:10.21608/maed.2023.320548
(2023) · Journal of Values-Based Leadership · doi:10.22543/1948-0733.1510
Navigating Corporate Social Responsibility in China
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Às coisas mesmas: contribuições da epistemologia fenomenológica para os estudos de liderança
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To the things themselves: contributions of phenomenological epistemology to leadership studies
Medeiros, V. R., Capaverde, C. B., dos Santos, A. C. M. Z., & Henriqson, É. (2023) · Cadernos EBAPE BR · doi:10.1590/1679-395120220180x
Lavigne, E., & Cowley, S. (2023) · Canadian Journal of Higher Education · doi:10.47678/cjhe.v52i3.190153
“…administrators because it distorts perceptions and promotes self-serving attributions, but it also threatens organizations who take for granted that the process of leadership leads to the outcome of leadership, which in turn may lead to growing staff dissat - isfaction (Alvesson & Einola, 2019).”
BackgroundThe Judgement: Lessons for authentic leadership
Tomkins, L. (2024) · Edward Elgar Publishing eBooks · doi:10.4337/9781800379244.00007
Barnard, S. H., Arnold, J., Munir, F., & Bosley, S. (2024) · Springer eBooks · doi:10.1007/978-3-031-54365-4_9
Leadership as an Emotional Process
Lonati, S., Garfield, Z. H., Bastardoz, N., & Rueden, C. R. V. (2024) · Oxford University Press eBooks · doi:10.1093/oxfordhb/9780197544754.013.33
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Chen, Z., Wang, Y., Zhou, M., & Wang, Y. (2024) · SSRN Electronic Journal · doi:10.2139/ssrn.4890410
Leader Transparency and Self-Awareness Predict Employee State Mindfulness: A Literature Review
Agustina, H. (2024) · Akademika · doi:10.17576/akad-2024-9402-06
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Ünür, M., Linge, T. T., & Araslı, H. (2024) · SSRN Electronic Journal · doi:10.2139/ssrn.4942298
Authentic leadership: Taylor’s version
Woods, K. E., & Kates, M. A. (2024) · Journal of Leadership Education · doi:10.1108/jole-08-2024-0097
New Populism and Perspectives on Contemporary Leadership Research and Practice
Hopkins, M. M., & Hong, P. C. (2024) · Springer eBooks · doi:10.1007/978-981-99-7802-1_96
Kanyangale, M. (2024) · Foundations of Management · doi:10.2478/fman-2024-0020
“When interdependent, leaders and followers step back together from events and ponder persistently to create meaning to guide immediate and future behavior (Alvesson and Einola, 2019).”
The Me You (Don’t) See: How Leaders Filter Intrapersonal Information at Work
Choi, E., Scott, K. A., Ng, P., & Fathallah, R. (2025) · Journal of Leadership & Organizational Studies · doi:10.1177/15480518251337261
“…to when leaders are more or less authentic (or inauthentic; Gardner et al., 2005) and, rather than examining the strengths or shortcomings associated with this conceptualization (e.g., Alvesson & Einola, 2019; Gardner et al., 2021), we ask how much transparency is authentic for whom, and why.”
Führungsstile zwischen Kontrolle behalten und Kontrolle abgeben
Maran, T. K. (2025) · Springer eBooks · doi:10.1007/978-3-658-45170-7_2
Viana, P., & Machado, C. F. D. S. C. (2025) · Lecture notes on multidisciplinary industrial engineering · doi:10.1007/978-3-031-89948-5_7 · Cited by 1
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A Critical Review of Two Decades of Empirical Evidence on Authentic LeadershipPreprint
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Reconsidering Bad Leadership and Bad Theory to Improve Research
Arend, R. J., & Li, J. (2025) · Administrative Sciences · doi:10.3390/admsci15110428
“‘ Many definitions of authentic leadership also include outcomes ’ (Alvesson & Einola, 2019, p. 390).”
Gardiner, R. A. (2025) · Culture and Organization · doi:10.1080/14759551.2025.2579253
“More recently, a diversity of critical scholarship has emerged that critiques the notion of authentic leadership put forward by Avolio and others (see, for example, Alvesson and Einola 2019; Iszatt-White, Stead, and Elliott 2021; Ladkin and Spiller 2013; Gardiner 2015).”
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Gardner, W. L., Gullifor, D. P., Carlson, J. D., Cogliser, C. C., & Williams, M. L. (2021) · Emerald Group Publishing Limited eBooks · doi:10.1108/978-1-64802-666-920251009
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Banker, D. V., & Mishra, M. (2025) · Springer eBooks · doi:10.1007/978-3-031-32257-0_217-1
From Therapeutic Non-specifics to Leadership Non-specifics
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Sadaa, A. M., Alnoor, A., Salah, M., Abbas, S., Alhasnawi, M. Y., Ganesan, Y., & Dahleez, K. A. (2025) · Humanities and Social Sciences Communications · doi:10.1057/s41599-025-06202-y
“There is a continuing debate as to whether ethical leadership is demonstrated through leadership behavior or whether it is the evaluation of leadership behavior by the followers (Alvesson and Einola, 2019; Fischer et al. 2020).”
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Tang, J., & Crossan, M. M. (2026) · Journal of Management Studies · doi:10.1111/joms.70058 · Cited by 2
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Dedzo, B. Q., Leo, C., & Huang, F. (2026) · Journal of Management & Organization · doi:10.1017/jmo.2025.10080
“Authentic behavior may vary depending on the context, hence authenticity may take on different values and interpretations in different societies (Alvesson & Einola, 2019; Shamir & Eilam, 2005).”
InfluentialSteffens, N. K., Peters, K., Kark, R., Haslam, S. A., Echberg, J., & Reutas, J. A. (2026) · British Journal of Social Psychology · doi:10.1111/bjso.70039
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Banker, D. V., & Mishra, M. (2026) · Springer eBooks · doi:10.1007/978-3-031-76750-0_217
Henderson, M. D. (2026) · Journal of Leadership Studies · doi:10.1002/jls.70030
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Lin, H., Hsu, I., Hong, M. C.-W., & Walumbwa, F. O. (2026) · Canadian Journal of Administrative Sciences / Revue Canadienne des Sciences de l Administration · doi:10.1002/cjas.70050
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“Such observations suggest that organizational leaders may struggle with tackling issues surrounding emotion-laden human services (see e.g., Alvesson & Einola, 2019; Argyris, 1998).”
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“Authentic leadership has been critiqued for conceptual inconsistency and normative assumptions about the ‘true self’ (Alvesson and Einola 2019; Gardiner 2011).”
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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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