Actions are authentic, but are leaders? A reconceptualization of authenticity and leadership practice

Journal of Organizational Behavior, Journal Year: 2023, Volume and Issue: 45(1), P. 119 - 135

Published: June 22, 2023

Since the Gallup Leadership Summit, authentic leadership has ascended as a central topic of inquiry owing to practitioners and academicians' desire for more positive types (Braun & Peus, 2018; Ilies et al., 2005; Luthans Avolio, 2003; Weiss 2018). Like much extant literature, our article centers on defined operationalized by Walumbwa al.'s (2008) four-part framework, which views leaders individuals who possess high levels (a) self-awareness, (b) balanced processing, (c) relational transparency, (d) having an internalized moral perspective. This definition originated from psychology gained popularity, in part, because it offers morally grounded response organizations seeking rebuild confidence, hope, optimism amid growing corporate societal problems (e.g., Avolio Gardner, 2004). As result, scholarly research surged (see Gardner 2011, review), quickly gaining traction with wide array stakeholders that promote behavioral integrity (Leroy 2012), encourage creativity (Semedo 2017), foster intra-team trust well helping behaviors (Hirst 2016). 1 Despite interest leadership, scholars have reviewed critiqued construct before raising theoretical empirical concerns (Einola Alvesson, 2021; Gardiner, 2015; Sidani Rowe, Prior critiques challenged leadership's contextual grounding, leader-centric ideologies, definitional ambiguity, morality emphasis, view true self (Crawford 2020; Ladkin Spiller, 2013; Vendette 2022). Further issues raised questions about unique value over above other heavily researched styles (Banks 2016) show construct's misguided roots (Alvesson Einola, 2019). With regard this latter point, significance what means be philosophical movement existentialism, 2 including works Martin Heidegger Jean-Paul Sartre. However, authenticity context been predominately positioned psychology, popularity along organizational studies. Indeed, Iszatt-White Kempster (2019) remarked, is entrenched "somewhat superficial" "one-sided" interpretation (p. 360). Positive psychology's hold "antithesis" existential forms its idealized description neglects how enacted discounts diversity lived experience (Tomkins Simpson, 2015, p. 1023). We argue misinterpretation not only explains why researchers continue conflate actions but also calls into question theory broadly. The abovementioned underlie purpose point-counterpoint discussion, illustrate action distinct adds beyond leadership. preceding critiques, date, appears accelerating, stalling. Thus, effort explain studies will face continued criticism, we retrace authenticity's foundations shed light conceptual, definitional, stemming origins. While are plentiful growing, first was handicapped inception opening proverbial "black box" uncovering root happened. Our sparked Suddaby's (2010) realization when "cannot agree or communicate basic elements phenomenon, accumulation knowledge cannot occur … becomes increasingly fragmented" (pp. 352–353). thus scrutinize construct, therein identifying meaningful misdirections work so field may advance useful development Sandberg 2021). In doing so, contribute literature hopefully encouraging reconsider blanket use commonly accepted measures exist within arena stimulating methodological advancements "authentic" research. Ideally speaking, should inform new constructs. validity stems one's ability express concepts variables and, turn, instruments (Suddaby, 2010). 15 years research, there remains considerable confusion regarding meaning underlies predominant measure, Authentic Questionnaire (ALQ, see 2008). Such unfortunate until clearly define operationalize published criticism transfer between scientists lose pace. therefore begin revisiting beginnings better understand evolutionary construct. During early 20th century, concept "live life" among theorists. Existentialism homogeneous theory, blossomed during postmodern where two influential philosophers, Sartre, contributed their individual viewpoints (Algera Lips-Wiersma, 2012; Ciullia, 2013). one might expect Sartre Heidegger's philosophies identical, although characterizations share marked similarities (Lawler Ashman, 2012). Consequently, draws philosophies, wherein they describe live authentically. To begin, both contend choice critical factor being authentic; short, assert defines creates life. Sartre's (1956) notion freedom, bad (good) faith, look another whereas (1962) uses anxiety, fallenness, being, Das Man (Dasein) his depiction. For complete freedom choices come existence then continually themself through action. Sartrean philosophy does pre-destined specific paths, rather posits each responsible own (which embody world). paraphrase well-cited phrase, merely make themselves. embraces importance viewing overarching state Being 3 looks upon individual's collective time. Heideggerian suggests can introspectively assess whether were moments anxiety reflecting acted whom. Heidegger, based historical assessment either (the Self) submitted consequently some external force—a referred Other They-self. Self context, review authenticity-inauthenticity tensions co-exist leader inauthenticity mutually exclusive principles act authentically inauthentically A acts resist pressure chooses according desires. represent firm's cultural norms, team's social related members' expectations leader, and/or demands whims leader's higher-level supervisor, on. prevalence pull strong often pushes inauthentically. volition, making intentional decision behave authentically, these themselves become less authentic. Restated, key understanding assessing made aligned (authentic) (inauthentic). Having briefly (and philosophical) origins authenticity, wish summarize couple observations. First, incapable achieving because, Being, something continuously moving towards (or away from). ebbs flows align less) attributed systems held inauthentic versus Self. That frequently described relative achieve certain level never becoming wholly (Erickson, 1995). It follows interpreted binary, either-or condition (i.e., inauthentic); resides itself than per se. Second, opposing ideals, co-existing opposites depending situated context. juxtaposition living ever-present consideration day-to-day basis. Given salience tendency conform, existentialists common one. sum, theorists characterize (in)authenticity resonated (Bradley-Cole, Heil, Tomkins 2015). pioneering researchers, al. faced foundation would utilize developing imperative explicit selection—and were. selected colleagues 2005) (2005) 4 scholarship survey instrument, ALQ. They provided three reasons prior provide conceptual underpinnings needed validly indicated perspective "firmly rooted authenticity" 93). explain, psychologists, Kernis (2003) Deci Ryan (2000), had "clarified" "refined" authenticity. example, ground conceptualization Kernis' multicomponent functioning, "the unobstructed operation true, core, daily enterprise" 376). Following suit, concluded know themselves, display consistent underlying values beliefs behavior) which, facilitates optimal self-esteem well-being. basis principles, argument pre-requisite advanced character. note leading others involves ethical choices, neutrally valenced, same way Burns characterized transformational character 2008, 94, cited 2005). Finally, includes overt focus leader–follower development, reasoning "state-like ultimately develop leaders" Instead drawing remark firmly psychological functioning 2011). seminal reveals, however, too leverages tenets—in fact, tout suggesting entrenched" "existentialism" "localized authors like Heidegger" (Kernis Goldman, 2006, 284). reliance unclear (to us at least) pivoted assumptions. Moreover, comparative operationalization yields additional divergences. According (2003), four discriminable components: awareness, unbiased action, 13–16). awareness component trusting feelings, motives desires; include, aware strengths weaknesses, traits, feelings. processing fully embracing all self-relevant information opposed distorting, denying, ignoring represents negative aspects characteristics. akin ego defense mechanism, illustrates accept instead rationalizing weaknesses demeaning altogether. Third, refers behaves self. describes behaving "acting accord values, preferences, needs acting please attain rewards avoid punishments falsely" 14). final considers allowing "see real you, good bad" end, genuine interacting fake (Kernis, 2003, 16). What ethics; indeed, "most thinkers tend consider neutral" (Gardner 2021, Letter 4, 21). alluded above, comparison (Walumbwa 2008) differences Table 1). terms similarities, self-awareness core aspect functioning. differences, modifications largely arose relatively minor updates terminology. modification adopted term "balanced processing" reflect leaders' capabilities "unbiased 2005, 317). second involved changing "relational transparency" capture followers thought openly transparently No change Terminology (minor) believed using portrayed followers' greater accuracy. Rather asserting devoid cognitive biases, proposed various problem reasonably (Avolio illustrated sharing process. found reflective straightforward candid Theoretical (major) renamed introduced called "internalized perspective." formed merging components research: regulation 1123). rename profound effect disconnected roots. Unlike involving terminology, third arguably reflects larger departure conceptualization. Specifically, dropped perspective, initial work. seemingly downplayed decision, (2011) minimize implications facet well, describing perspective's introduction mere "renam[ing]" "to commitment values" And while developers maintain derived Michael multi-component conceptualization" 1, 3), result swapping received Alvesson closer inspection, prompts concern. issue recasting framework measure) particular, leveraged philosophy. Goldman (2006) specifically discussing behavior, "… freely chosen sense agency" 292). connecting tenets, highlighted belief "people's 'being' inextricably linked choices" 291). removing "actions" (2008), effect, dismissed contributions thereby created departed inherent disconnect tenets currently conceptualized led conclude presenting, "authentic (measurable) builds thinking portray sort modern-day advancement works, misleading" 2, 7, emphasis original). arises addition measurement. explicitly ethics, outright rejected long-held behavior ethically neutral given potential impact lives others, "advanced requirement achievement premise invoke standards guide behavior. integration ethics has, subject debate insofar considerations directly (Shamir Eilam, 398). concerned assumption far removed Recall that, philosophically divorced necessarily mean Qu 2019; Zander, "true self" without complying normative standards. if "falls" decides conform influence Other, constructed societal, group, firm expectations, pressures), Interestingly, feelings oppose standards, manifest short-term conflict affecting overall instance, "falsely" distressing emotions typically ensue, empirically numerous physiological difficulties poorer performance Grandey, 2003). Perhaps, reason Shamir Eilam (2005), theorized "Authentic do Nor image persona" enact role (as conforming others' expectations)" 396–397). One little left developed (2008). contradict extent scope expanding—Gardner Karam's (non-exhaustive) identified 128 articles since 2010 diverse samples Australia, Austria, Belgium, China, Germany, Greece, New Zealand, Netherlands, Pakistan, Portugal, Serbia, Slovenia, Taiwan) domains business, education, medicine, military, politics, sports) methodologies laboratory, field, quasi-experiments) expand conversation increased interest, surprising few (if any) explored section above. Ergo, exploratory endeavor follows, determine is, infused (developed sought explore key, unresolved issue—that study phenomenon leadership? Existential acknowledges tie choice. (1999) example coward person predisposition actions. Therefore, perceived cowardly. implication simply world Research Question 1: Is lack problematic underpinnings? Do ideologies add current construct? Data collected via Prolific Academic. When conducting perspectives available scholars: self-referential approach, (leaders) self-ascriptive stakeholders' (subordinates) perceptions target considered. approach existing lens. Hence, participants responded online asking them think recent interactions immediate supervisor answer series questions. Of 250 completed survey, useable data 245 (98%), paid $2.75. Three incorrectly answered quality control item, comprehension item (described below). All United States, 20+ old, employed (not self-employed), regularly interacted supervisor. Participants averaged 34 age (SD = 9.3) 39 h week 9.4), 51% male. majority reporting (51%) interact least once day many times (53.1%). used 5 told judge following fit style (1 strongly disagree; agree). Cronbach's alpha .93. answering set told, base responses supervisor's design brief examples (in)authenticity. Next, questions: "Do you is" (yes/no) "An genuine, your nature" (true/false). judged comprising ALQ, nature. illustrate, "If/when my direct [insert ALQ here] his/her beliefs; accurately nature beliefs)." .94. included affective, cognitive, outcomes studying Unless otherwise noted, 5-point Likert scale felt affect-based (α .86, three-items; McAllister, 1995) cognition-based theoretically appropriate criteria investigate. assessed liked .94, r .89, two-items; Brown Keeping, addition, participants' cynicism .72, .56, Johnson O'Leary-Kelly, 2003) contract breach .79, Robinson Morrison, 2000) beliefs, job satisfaction .80, Brayfield Rothe, 1951). task .87, Williams Anderson, 1991) citizenship 1991), most focal management applied important Schoorman Mayer asked extra-role assessment. "common perspective" corresponds closely supervisors' appraisals employees participa

Language: Английский

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Research on Authentic Leadership Literature Based on The Scopus: A Co-Word Clustering Analysis

˜The œjournal of desk research review and analysis., Journal Year: 2025, Volume and Issue: 2(2), P. 63 - 75

Published: Jan. 16, 2025

In contemporary discourse, the adjective authentic has increasingly been affixed to term leadership enrich scholarly examination of Leadership and broaden its applicability within organisational contexts. The designation "authentic" carries specific implications nuances that may lead one infer it represents a potentially superior or more legitimate variant Leadership. emergence is rooted in principles positive behaviour conducive environment, which are indicative human resource competencies psychological capacities can be quantified, cultivated, adeptly administered enhance performance modern workplace. This study seeks perform bibliometric literature review on terms, trends, ideas using Scimago Graphics software database from Scopus contribute research. Graphica generated four clusters provide comprehensive landscape trajectory Researchers practitioners should focus current trends research topics development.

Language: Английский

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Enhancing digital productivity and capability in higher education through authentic leader behaviors: A cross-cultural structural equation model

Education and Information Technologies, Journal Year: 2025, Volume and Issue: unknown

Published: March 13, 2025

Language: Английский

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Cultivating authentic leadership and its impact on employees’ psychological ownership and readiness for change relationship in family SMEs

Human Systems Management, Journal Year: 2025, Volume and Issue: unknown

Published: April 4, 2025

Background Authentic leadership is crucial during the succession phase of a family business, as it helps employees adapt to change more effectively. Thus, developing clear portrait an authentic leader becomes essential guide business through this pivotal phase. Objective This study aims explore in SMEs using resource-based approach, with inputs like leaders’ psychological capital, social intelligence, and culture. It also examines how moderates link between employees’ ownership readiness for organisational change. Methods A multilevel model was used, based on data collected from 107 leaders 693 Vietnamese SMEs. Results The findings reveal that culture play critical role shaping leadership. Moreover, by leveraging potential change, can amplify positive aspects ownership, fostering greater employee Conclusions portrays who aids businesses smooth generational transitions while strengthening which has been unclear past research.

Language: Английский

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Why Do Emergency Medical Service Employees (Not) Seek Organizational Help for Mental Health Support?: A Systematic Review

International Journal of Environmental Research and Public Health, Journal Year: 2025, Volume and Issue: 22(4), P. 629 - 629

Published: April 17, 2025

Emergency medical service (EMS) ambulance employees play a critical role in emergency healthcare delivery. However, work-related experiences can compromise their mental health and job satisfaction. Despite available supportive services offered by EMS organizations, employee uptake remains low, while ill suicide rates remain higher than those of the general population. Understanding barriers to enablers such support is crucial for addressing factors that connect with designed help. This systematic review identified 34 relevant articles utilized an innovative process integrating quantitative qualitative aspects primary gray literature provide synthesis facilitators as perceived employees. Themes (in)ability ask help, tailored person-centered support, education training about were overarched organizational culture. Barriers included obligation rather genuine care, alongside machismo stigma. Enablers valuing acknowledging risk providing time normalizing utilization at work. Reframing from dominance, competition, toughness respect, perseverance, courage; promoting adaptive coping; essential. Future research should aim understand influencing interventions based on these themes.

Language: Английский

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Evaluating the Outcomes of the Canadian Watershed Research Consortium: A Research Contribution Framework Approach

Environmental Management, Journal Year: 2025, Volume and Issue: unknown

Published: April 30, 2025

Language: Английский

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Authentic leadership as a predictor of organizational citizenship behaviour and teachers’ burnout: What's ‘quiet quitting’ got to do with it?

Educational Management Administration & Leadership, Journal Year: 2023, Volume and Issue: unknown

Published: Nov. 13, 2023

Teachers’ attitudes and behaviours have been studied for the past few decades, but recently, especially due to changes following covid-19, a new concept named ‘quiet quitting’ has emerged. This term refers widespread phenomenon of employees setting limits their employers insisting on unwillingness go beyond job requirements. study explored relationships between principals’ authentic leadership (AL) teachers’ organizational citizenship behaviour (OCB) burnout, mediated by commitment, while distinguishing level school level. One Thousand one hundred seventy-nine Israeli teachers from 69 schools participated in this study. Results indicate that commitment relationship AL burnout both Organizational mediation regarding OCB was confirmed only. positively correlated These findings clarify among teachers. Actually, it seems be positive trend serving reduce who overwork themselves. can help enlighten leaders staff's as well climate they wish cultivate.

Language: Английский

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Impact of Authentic Leadership on Work Engagement and Organizational Citizenship Behavior: The Meditating Role of Motivation for Work

International Journal of Economics and Business Administration, Journal Year: 2021, Volume and Issue: IX(Issue 3), P. 3 - 31

Published: Aug. 1, 2021

Purpose:The general purpose of this research was to analyze the effects perception authentic leadership on work engagement and organizational citizenship behavior through motivation for work.Design/Methodology/Approach: With a cross-sectional design, data were obtained from 300 employees belonging micro, small medium-sized enterprises (MSMEs) in all provinces Ecuador, establishing causal relationships regression confirmatory factor analysis supporting structural equation model. Findings: The results indicated support previous studies demonstrated that positively predicts behavior. Moreover, findings revealed new insights into positive significant satisfaction needs motivation. importance components among satisfy as mediating variable driver productivity organizations.Practical implications: Organization development professionals must carry out activities facilitate strategies catalysts relationship between leadership, engagement, behavior.Originality/value: This provides four constructs by analyzing leadership's direct indirect effects.

Language: Английский

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The Emerging Paradigm of Leadership for Future: The Use of Authentic Leadership to Lead Innovation in VUCA Environment

Frontiers in Psychology, Journal Year: 2021, Volume and Issue: 12

Published: Nov. 23, 2021

This study explicated the mediating role of leader-member exchange (LMX) and identification with leader linking authentic leadership innovative work behavior. The data were collected from three sectors service industry. final sample size obtained was 347. both through Google form pen-filled questionnaires. SPSS used to compute demographic profiles conduct a hierarchal regression, while Smart-PLS for evaluating constructs their psychometric properties testing structural relations as proposed in model. found LMX mediate between behavior employees.

Language: Английский

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Authenticity and atypicality in leadership: Can an atypical leader afford to be authentic?

International Journal of Management Reviews, Journal Year: 2023, Volume and Issue: 26(2), P. 312 - 328

Published: Nov. 9, 2023

Abstract Leaders from typically privileged backgrounds, such as White, male, elite‐educated and upper‐class individuals, often find it easier to craft an authentic identity in professional settings than their atypical counterparts. These leaders, which include women, LGBT+, ethnic minorities or those less affluent socio‐economic can indeed construct workplace identity. However, this demands significant emotional investment the navigation of challenges, reconciling conflicting identities, especially institutions tailored predominantly for typical leaders. While authenticity diversity are highly desired qualities leadership, we argue that remains a privilege primarily enjoyed by leaders backgrounds. By drawing on Hochschild's notion labour Castoriadis's concepts autonomy heteronomy, shed light dynamic interplay between atypicality. Further, present conceptual framework outlines how manifest roles, ensuing implications driving organisational change rooted diversity.

Language: Английский

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