Cited by 61

The DOI matches its Crossref record; 8 of the 8 references it cites were found in a registry or an index.

Knowing me, knowing us: Personal and collective self-awareness enhances authentic leadership and leader endorsement

Steffens, Niklas K., Wolyniec, Nathan, Okimoto, Tyler G., Mols, Frank, Haslam, S. Alexander, Kay, Adam A.·2021·The Leadership Quarterly

Overview

The claims and statistics of this paper haven’t been checked yet.

Run the check — free, no account needed. It reads the open-access text and checks the sources it cites.

A few free checks a day · papers already verified open instantly · results are public

Integrity signals

Registry

Crossref · 10.1016/j.leaqua.2021.101498

Cites

8 of 8 references verified0 citation errors · 0 not checkable

Statistics

Figures

Image 1
CC-BY · From the PDF
Image 2
CC-BY · From the PDF
Image 3
CC-BY · From the PDF
Image 4
CC-BY · From the PDF
Image 5
CC-BY · From the PDF
Image 6
CC-BY · From the PDF
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]
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]CC-BY · From the PDF
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]
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]CC-BY · From the PDF
Figure 5 Study 2: Authentic leadership as a function of leaders' personal self-awareness and collective self-awareness. [Standard errors displayed in error bars]
Figure 5 Study 2: Authentic leadership as a function of leaders' personal self-awareness and collective self-awareness. [Standard errors displayed in error bars]CC-BY · From the PDF
Image 10
CC-BY · From the PDF
Figure 7 Study 3: Authentic leadership as a function of leaders' personal self-awareness and collective self-awareness. [Standard errors displayed in error bars]
Figure 7 Study 3: Authentic leadership as a function of leaders' personal self-awareness and collective self-awareness. [Standard errors displayed in error bars]CC-BY · From the PDF
Image 12
CC-BY · From the PDF

Verification

Claims the paper makes

The claims and statistics of this paper haven’t been checked yet.

Run the check — free, no account needed. It reads the open-access text and checks the sources it cites.

A few free checks a day · papers already verified open instantly · results are public

Claims other papers make about this one

Each is checked against this paper’s own text: does it say what the citing paper says it does?

Self-check

Percentages, sums and reported differences re-computed from the paper’s own numbers.

The self-check needs the paper’s full text.

Citations

Cites

Show all 8 references

Research works printed but not linked: 50

  1. Ashforth, 2008, Identification in organizations: An examination of four fundamental questions, Journal of Management, 34, 325, 10.1177/0149206308316059 · DOI
  2. Ashforth, 1989, Social identity theory and the organization, Academy of Management Review, 14, 20, 10.2307/258189 · DOI
  3. Banks, 2016, A meta-analytic review of authentic and transformational leadership: A test for redundancy, The Leadership Quarterly, 27, 634, 10.1016/j.leaqua.2016.02.006 · DOI · Paper page
  4. Baray, 2009, When I equals we: Exploring the relation between social and personal identity of extreme right-wing political party members, British Journal of Social Psychology, 48, 625, 10.1348/014466608X389582 · DOI
  5. Bless, 2016, A closer look at social psychologists’ silver bullet: Inevitable and evitable side effects of the experimental approach, Perspectives on Psychological Science, 11, 296, 10.1177/1745691615621278 · DOI
  6. Branson, 2007, Effects of structured self-reflection on the development of authentic leadership practices among Queensland primary school principals, Educational Management Administration & Leadership, 35, 225, 10.1177/1741143207075390 · DOI
  7. Brown, 2015, Identities and identity work in organizations, International Journal of Management Reviews, 17, 20, 10.1111/ijmr.12035 · DOI
  8. Butler, 2014, The effects of self-awareness on perceptions of leadership effectiveness in the hospitality industry: A cross cultural investigation, International Journal of Intercultural Relations, 40, 87, 10.1016/j.ijintrel.2013.12.007 · DOI
  9. Černe, 2014, Congruence of leader self-perceptions and follower perceptions of authentic leadership: Understanding what authentic leadership is and how it enhances employees’ job satisfaction, Australian Journal of Management, 39, 453, 10.1177/0312896213503665 · DOI
  10. Cialdini, 1990, A focus theory of normative conduct: Recycling the concept of norms to reduce littering in public places, Journal of Personality and Social Psychology, 58, 1015, 10.1037/0022-3514.58.6.1015 · DOI · Paper page
  11. Clapp-Smith, 2009, Authentic leadership and positive psychological capital the mediating role of trust at the group level of analysis, Journal of Leadership and Organizational Studies, 15, 227, 10.1177/1548051808326596 · DOI
  12. Cooper, 2005, Looking forward but learning from our past: Potential challenges to developing authentic leadership theory and authentic leaders, The Leadership Quarterly, 16, 475, 10.1016/j.leaqua.2005.03.008 · DOI · Paper page
  13. Culpepper, 2012, Evaluating EIV, OLS, and SEM estimators of group slope differences in the presence of measurement error: The single-indicator case, Applied Psychological Measurement, 36, 349, 10.1177/0146621612446806 · DOI
  14. van Dick, 2001, Identification in organizational contexts: Linking theory and research from social and organizational psychology, International Journal of Management Reviews, 3, 265, 10.1111/1468-2370.00068 · DOI
  15. van Dick, 2018, Identity leadership going global: Validation of the Identity Leadership Inventory across 20 countries, Journal of Occupational and Organizational Psychology, 91, 697, 10.1111/joop.12223 · DOI
  16. Ellemers, 2012, The group self, Science, 336, 848, 10.1126/science.1220987 · DOI
  17. Ellemers, 2004, Motivating individuals and groups at work: A social identity perspective on leadership and group performance, Academy of Management Review, 29, 459, 10.2307/20159054 · DOI
  18. Epitropaki, 2017, Leadership and followership identity processes: A multilevel review, The Leadership Quarterly, 28, 104, 10.1016/j.leaqua.2016.10.003 · DOI
  19. Eurich, 2018, What self-awareness really is (and how to cultivate it), Harvard Business Review
  20. Fields, 2007, Determinants of follower perceptions of a leader’s authenticity and integrity, European Management Journal, 25, 195, 10.1016/j.emj.2007.04.005 · DOI
  21. Gardner, 2011, Authentic leadership: A review of the literature and research agenda, The Leadership Quarterly, 22, 1120, 10.1016/j.leaqua.2011.09.007 · DOI · Paper page
  22. Giallonardo, 2010, Authentic leadership of preceptors: Predictor of new graduate nurses’ work engagement and job satisfaction, Journal of Nursing Management, 18, 993, 10.1111/j.1365-2834.2010.01126.x · DOI
  23. Gill, 2018, An investigation of authentic leadership’s individual and group influences on follower responses, Journal of Management, 44, 530, 10.1177/0149206314566461 · DOI
  24. Haslam, 2001, Social identity and the romance of leadership: The importance of being seen to be “doing it for us”, Group Processes & Intergroup Relations, 4, 191, 10.1177/1368430201004003002 · DOI
  25. Haslam, 2017, A social identity approach to leadership development: The 5R program, Journal of Personnel Psychology, 16, 113, 10.1027/1866-5888/a000176 · DOI
  26. Herbst, 2011, Leadership effectiveness in higher education: Managerial self-perceptions versus perceptions of others, SA Journal of Industrial Psychology, 37, 1, 10.4102/sajip.v37i1.867 · DOI
  27. Hmieleski, 2012, Shared authentic leadership and new venture performance, Journal of Management, 38, 1476, 10.1177/0149206311415419 · DOI
  28. Hogg, 2001, A social identity theory of leadership, Personality and Social Psychology Review, 5, 184, 10.1207/S15327957PSPR0503_1 · DOI · Paper page
  29. Hogg, 2012, Intergroup leadership in organizations: Leading across group and organizational boundaries, Academy of Management Review, 37, 232, 10.5465/amr.2010.0221 · DOI
  30. van Knippenberg, 2005, Leader self-sacrifice and leadership effectiveness: The moderating role of leader prototypicality, Journal of Applied Psychology, 90, 25, 10.1037/0021-9010.90.1.25 · DOI
  31. van Knippenberg, 2011, Embodying who we are: Leader group prototypicality and leadership effectiveness, The Leadership Quarterly, 22, 1078, 10.1016/j.leaqua.2011.09.004 · DOI
  32. Landers, 2015, An inconvenient truth: Arbitrary distinctions between organizational, Mechanical Turk, and other convenience samples, Industrial and Organizational Psychology, 8, 142, 10.1017/iop.2015.13 · DOI · Paper page
  33. Laschinger, 2014, New nurses burnout and workplace wellbeing: The influence of authentic leadership and psychological capital, Burnout Research, 1, 19, 10.1016/j.burn.2014.03.002 · DOI
  34. Lonati, 2018, On doing relevant and rigorous experiments: Review and recommendations, Journal of Operations Management, 64, 19, 10.1016/j.jom.2018.10.003 · DOI
  35. Neider, 2011, The Authentic Leadership Inventory (ALI): Development and empirical tests, The Leadership Quarterly, 22, 1146, 10.1016/j.leaqua.2011.09.008 · DOI · Paper page
  36. Platow, 2015, There is no leadership if no-one follows: Why leadership is necessarily a group process, International Coaching Psychology Review, 10, 20, 10.53841/bpsicpr.2015.10.1.20 · DOI
  37. Rego, 2012, Authentic leadership promoting employees’ psychological capital and creativity, Journal of Business Research, 65, 429, 10.1016/j.jbusres.2011.10.003 · DOI
  38. Shamir, 2005, “What's your story?” A life-stories approach to authentic leadership development, The Leadership Quarterly, 16, 395, 10.1016/j.leaqua.2005.03.005 · DOI · Paper page
  39. Sidani, 2018, A reconceptualization of authentic leadership: Leader legitimation via follower-centered assessment of the moral dimension, The Leadership Quarterly, 29, 623, 10.1016/j.leaqua.2018.04.005 · DOI
  40. Steffens, 2014, Leadership as social identity management: Introducing the Identity Leadership Inventory (ILI) to assess and validate a four-dimensional model, The Leadership Quarterly, 25, 1001, 10.1016/j.leaqua.2014.05.002 · DOI
  41. Steffens, 2016, True to what We stand for: Championing collective interests as a path to authentic leadership, The Leadership Quarterly, 27, 726, 10.1016/j.leaqua.2016.04.004 · DOI
  42. Steffens, 2019, One of us … and us… and us: Evidence that leaders’ multiple identity prototypicality (LMIP) is related to their perceived effectiveness, Comprehensive Results in Social Psychology, 3, 175, 10.1080/23743603.2019.1624156 · DOI
  43. Sur, 2011, Relationship between self-awareness and transformational leadership: A study in IT industry, IUP Journal of Organizational Behavior, 10, 7
  44. Swann, 2012, When group membership gets personal: A theory of identity fusion, Psychological Review, 119, 441, 10.1037/a0028589 · DOI · Paper page
  45. Tekleab, 2008, Are we on the same page? Effects of self-awareness of empowering and transformational leadership, Journal of Leadership and Organizational Studies, 14, 185, 10.1177/1071791907311069 · DOI
  46. Ullrich, 2009, Substitutes for procedural fairness: Prototypical leaders are endorsed whether they are fair or not, Journal of Applied Psychology, 94, 235, 10.1037/a0012936 · DOI
  47. Wang, 2014, Impact of authentic leadership on performance: Role of followers' positive psychological capital and relational processes, Journal of Organizational Behavior, 35, 5, 10.1002/job.1850 · DOI
  48. Williams, 2012, The effects of crisis, cynicism about change, and value congruence on perceptions of authentic leadership and attributed charisma in the 2008 presidential election, The Leadership Quarterly, 23, 324, 10.1016/j.leaqua.2011.07.003 · DOI
  49. Wong, 2009, The influence of authentic leadership behaviors on trust and work outcomes of health care staff, Journal of Leadership Studies, 3, 6, 10.1002/jls.20104 · DOI
  50. Zheng, 2020, The interactive effect of a leader’s sense of uniqueness and sense of belongingness on followers’ perceptions of leader authenticity, Journal of Business Ethics, 164, 515, 10.1007/s10551-018-4070-4 · DOI

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
Funders
  • Centre of Excellence for Electromaterials Science, Australian Research Council (DE180100676)
  • Australian Research Council

About these checks

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.

Statistics and arithmetic are recomputed, not judged.

Confidence bands are shown only for fields calibrated on our annotated test set. None is calibrated yet, so no band is shown.

What counts as a claim ›How we measure confidence ›How we check this ›

Are you an author, or do you see a problem with this page? Request a review

How to cite

Cite CoChat for the checks on this page, and the paper for its own findings.

This page
CoChat. (2026). Citation check: Knowing me, knowing us: Personal and collective self-awareness enhances authentic leadership and leader endorsement. https://app.cochat.ai/papers/10.1016/j.leaqua.2021.101498
The paper
Steffens, N. K., Wolyniec, N., Okimoto, T. G., Mols, F., Haslam, S. A., & Kay, A. A. (2021). Knowing me, knowing us: Personal and collective self-awareness enhances authentic leadership and leader endorsement. The Leadership Quarterly. https://doi.org/10.1016/j.leaqua.2021.101498