The DOI matches its Crossref record; 84 of the 86 references it cites were found in a registry or an index.
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
Citations
Cites
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
Meta-Analytic review of leader–member exchange theory: Correlates and construct issues.
Gerstner, C. R., & Day, D. V. (1997) · Journal of Applied Psychology · doi:10.1037/0021-9010.82.6.827 · Cited by 3,005
Ethics, character, and authentic transformational leadership behavior
Bass, B. M., & Steidlmeier, P. (1999) · The Leadership Quarterly · doi:10.1016/s1048-9843(99)00016-8 · Cited by 2,528
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
Trilling, L. (1972) · Harvard University Press eBooks · doi:10.4159/9780674044463 · Cited by 2,079
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
Research works printed but not linked: 1
- Sashkin, 2004, Transformational leadership: A review and synthesis, 171
Cited by
Sorted by citations
Items 401–409 of 409
An Integrative Review of Social Theories in Leadership ResearchPreprint
Kelemen, T. K., Mattews, M. J., & Whitney, J. M. (2026) · SSRN Electronic Journal · doi:10.2139/ssrn.7472239
Zheng, W., Xu, H., & Kark, R. (2026) · The Leadership Quarterly · doi:10.1016/j.leaqua.2026.102005
Djifa, O. A. (2026) · African Multidisciplinary Journal of Research · doi:10.71064/spu.amjr.11.1.2026.523
Xu, H., Wang, X., & van Knippenberg, D. (2026) · Journal of Management · doi:10.1177/01492063261481739
The moderating role of tough love on relations between servant leadership and follower outcomes
Liden, R. C., Zhong, M., Schutter, L. D., & Stouten, J. (2026) · Human Relations · doi:10.1177/00187267261490086
Salcedo, J., Gandolfi, F., Garza, A., & Nasrah, S. K. M. (2026) · Journal of Lifestyle and SDGs Review · doi:10.47172/2965-730x.sdgsreview.v6.n07.pe08371
The leadership-powership organisational analysis enigma
Roberts, R. A. (2026) · The International Journal of Organizational Analysis · doi:10.1108/ijoa-05-2026-7087
Akgün, A. E., Keski̇n, H., Esen, E., & Merter, A. K. (2026) · Corporate Social Responsibility and Environmental Management · doi:10.1002/csr.71073
Vulnerability as a Theological Ethos for Pentecostal Church Leadership
Udnes, Ø. (2026) · Scandinavian Journal for Leadership & Theology · doi:10.53311/sjlt.v13.199
“It can be misappropriated when leaders manipulate sympathy, transfer emotional burdens onto congregations, or present openness as a substitute for repentance, competence, or accountability (Alvesson & Einola, 2019, p. 391).”
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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Registry, retraction, Cites and statistics results are computed, not judged, with one exception: a printed reference that no index lists is read once by a model before it counts as a citation error. Claims are extracted by a model and kept only when their quote appears verbatim in the text; each cited source is then checked, with a model’s help, for whether it says what the claim relies on. Those verdicts can be wrong — read the claim’s quote and the cited source before relying on one.
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