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Knowing me, knowing us: Personal and collective self-awareness enhances authentic leadership and leader endorsement
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![Figure 3 Study 1: Authentic leadership as a function of leaders' personal self-awareness (low vs. high) and collective self-awareness (low vs. high). [Standard errors displayed in error bars]](/paper-figures/50e17b1fb5da430b8f6e9fb4c1182f5d/knowing-me-knowing-us-personal-and-collective-self-awareness-enhances-authentic-figure-3.png)
![Figure 4 Study 1: Leader endorsement as a function of leaders' personal self-awareness (low vs. high) and collective self-awareness (low vs. high). [Standard errors displayed in error bars]](/paper-figures/cc5b6da1dba84bff8ff6e0837e7a75d7/knowing-me-knowing-us-personal-and-collective-self-awareness-enhances-authentic-figure-4.png)
![Figure 5 Study 2: Authentic leadership as a function of leaders' personal self-awareness and collective self-awareness. [Standard errors displayed in error bars]](/paper-figures/981148a265de43adb104d5b0a8360c17/knowing-me-knowing-us-personal-and-collective-self-awareness-enhances-authentic-figure-5.png)

![Figure 7 Study 3: Authentic leadership as a function of leaders' personal self-awareness and collective self-awareness. [Standard errors displayed in error bars]](/paper-figures/1c4d28ed8e334e5bbc1555e8b6636c16/knowing-me-knowing-us-personal-and-collective-self-awareness-enhances-authentic-figure-7.png)

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“Transcomplejidad educativa Integra los planos individual, organizativo y societal en una visión de aprendizaje continuo.”
From Del liderazgo a la organización que aprende: una revisión sistemática desde la transcomplejidad en educación superior (2026) · cites this paper as Steffens et al. (2021)
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“Liderazgo distribuido Fomenta cohesión y adaptabilidad institucional mediante la corresponsabilidad y el aprendizaje en red.”
From Del liderazgo a la organización que aprende: una revisión sistemática desde la transcomplejidad en educación superior (2026) · cites this paper as Steffens et al. (2021)
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Citations
Cites
Authentic leadership and eudaemonic well-being: Understanding leader–follower outcomes
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Self-citationLeroy, H., Anseel, F., Gardner, W. L., & Sels, L. (2015) · Journal of Management · doi:10.1177/0149206312457822 · Cited by 447
Warning for excessive positivity: Authentic leadership and other traps in leadership studies
Alvesson, M., & Einola, K. (2019) · The Leadership Quarterly · doi:10.1016/j.leaqua.2019.04.001 · Cited by 412
Authentic Leadership: An Empirical Test of Its Antecedents, Consequences, and Mediating Mechanisms
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Haslam, S. A., & Platow, M. J. (2001) · Personality and Social Psychology Bulletin · doi:10.1177/01461672012711008 · Cited by 328
Self-citationThe New Psychology of Leadership
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Self-citationWeischer, A. E., Weibler, J., & Petersen, M. (2013) · The Leadership Quarterly · doi:10.1016/j.leaqua.2013.03.003 · Cited by 73
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Cited by
Sorted by citations
GARCIA, M. A. (2026) · Espacios · doi:10.48082/espacios-a26v47n01r04 · Cited by 2
Metadata
- Authors
- Steffens, N. K., Wolyniec, N., Okimoto, T. G., Mols, F., Haslam, S. A., & Kay, A. A.
- Venue
- The Leadership Quarterly
- Publisher
- Elsevier BV
- Published
- 2021-12
- Volume
- 32
- Issue
- 6
- Pages
- 101498
- ISSN
- 1048-9843
- Cited by
- 61
- References
- 8
- Language
- en
- Licence
- Funders
- Centre of Excellence for Electromaterials Science, Australian Research Council (DE180100676)
- Australian Research Council
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