Authentic Leadership: Development and Validation of a Theory-Based Measure†
Abstract
This study developed and tested a theory-based measure of authentic leadership using five separate samples obtained from China, Kenya, and the United States. Confirmatory factor analyses supported a higher order, multidimensional model of the authentic leadership construct (the Authentic Leadership Questionnaire [ALQ]) comprising leader self-awareness, relational transparency, internalized moral perspective, and balanced processing. Structural equation modeling (SEM) demonstrated the predictive validity for the ALQ measure for important work-related attitudes and behaviors, beyond what ethical and transformational leadership offered. Finally, results revealed a positive relationship between authentic leadership and supervisor-rated performance. Implications for research and practice are discussed.
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Authentic leadership is theorised to enhance followers' trust in the leader through positive social exchanges and positive expectations.
“Authentic leaders build benevolence and integrity by encouraging open communication, engaging their followers, sharing critical information, and sharing their perceptions and feelings. This form of individualised concern and respect should build trust through positive SEs.”
From A meta-analysis of the role of trust in the leadership- performance relationship (2021) · cites this paper as Walumbwa, Avolio, Gardner, Wernsing & Peterson (2008)
Authentic leadership's dimensional structure bears a close resemblance to Kernis' dimensions of authenticity.
“Authentic leadership's dimensional structure (Walumbwa et al., 2008) bears a close resemblance to these dimensions.”
From Taking Stock of Moral Approaches to Leadership: An Integrative Review of Ethical, Authentic, and Servant Leadership (2019) · cites this paper as Walumbwa et al., 2008
Authentic leaders model authenticity to develop trust and serve as role models, passively projecting their authentic self to followers.
“Authentic leaders model authenticity to develop trust and serve as role models (Gardner et al., 2005), passively “projecting” their authentic self to followers (Walumbwa et al., 2008).”
From Taking Stock of Moral Approaches to Leadership: An Integrative Review of Ethical, Authentic, and Servant Leadership (2019) · cites this paper as Walumbwa et al., 2008
Authentic leadership encompasses four core components: self-awareness, relational transparency, balanced processing, and internalized moral perspective.
“authentic leadership encompasses four core components: self awareness (i.e., knowing oneself well), relational transparency (i.e., expressing the ' real self ' to others), balanced processing (i.e., having objective and balanced views), and internalized moral perspective (i.e., acting consistently with the internal moral standards and values) (Walumbwa et al., 2008).”
From The evolution of leadership: Past insights, present trends, and future directions (2025) · cites this paper as Walumbwa et al., 2008
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“Drawing on an extensive research program and a comprehensive review of the relevant literature, Kernis (2003) advanced a developmental model that posits attainment of authenticity produces “optimal” levels of self-esteem.”
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“Identification with a leader and an associated collective that display high levels of transparency, integrity, and moral standards is posited to produce elevated levels of trust, hope, positive emotions, and optimism among followers, which in turn elicit increases in commitment, satisfaction, and other positive work o…”
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- Authors
- Walumbwa, F. O., Avolio, B. J., Gardner, W. L., Wernsing, T. S., & Peterson, S. J.
- Affiliations
- Arizona State University (US)
- University of Nebraska–Lincoln (US)
- Texas Tech University (US)
- Corresponding author
- Walumbwa, Fred O.
- Venue
- Journal of Management
- Publisher
- SAGE Publications
- Published
- 2007-10-26
- Volume
- 34
- Issue
- 1
- Pages
- 89-126
- ISSN
- 0149-2063 (ISSN-L)
- 1557-1211
- OpenAlex
- W2144109530
- Cited by
- 3,471
- References
- 17
- Citations by year
- 2026: 248 · 2025: 263 · 2024: 283 · 2023: 295 · 2022: 282 · 2021: 303 · 2020: 254 · 2019: 232 · 2018: 212 · 2017: 187 · 2016: 194 · 2015: 166 · 2014: 157 · 2013: 130 · 2012: 102
- FWCI
- 57.81
- Type
- journal article
- Language
- en
- Open access
- closed
- Locations
- Journal of Management (publishedVersion)
- Lincoln (University of Nebraska) (submittedVersion)
- Topics
- Social Sciences › Business, Management and Accounting › Organizational Behavior and Human Resource Management › Employee Performance and Leadership
- Social Sciences › Business, Management and Accounting › Organizational Behavior and Human Resource Management › Job Satisfaction and Organizational Behavior
- Social Sciences › Business, Management and Accounting › Strategy and Management › Leadership and Management in Organizations
- Keywords
- authentic leadership, leader self-awareness, relational transparency, internalized moral perspective, balanced processing, leadership assessment, work-related attitudes, cross-cultural validation
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