Education Commons^™

Cultivating Authentic Leaders: Toward Conceptual Coherence And Sustainable Practice, Yoshie Tomozumi Nakamura, Elizabeth Nutt Williams, Lori Pyle, Steven E. Grande

The Journal of Values-Based Leadership

The purpose of this paper is twofold. One is to better understand the contested construct of authentic leadership and its cultivation and practice. The other is to offer a conceptual framework for practicing sustainable authentic leadership. Based on a review of authentic leadership literature with a focus on its sustainability, we introduce a conceptual framework through a lens of an ecological model to capture the dynamics of individual and systems perspectives. Practicing sustainable authentic leadership is not a simple act; rather authentic leaders need to embrace paradoxes to navigate today’s complex systems and to find new ways to create positive …

Profound Leadership: An Integrative Literature Review, Heidi Scott, Davin J. Carr-Chellman, Leslie Hammes

The Journal of Values-Based Leadership

This integrative literature review develops the concept of profound leadership. Using Torraco’s (2005, 2016) framework for integrative literature reviews as a foundation, the purpose of this study is threefold: (a) to review existing leadership theories fitting the profound learning framework (Kroth, 2016; Name deleted to maintain the integrity of the review process; Name deleted to maintain the integrity of the review process); (b) to examine the leadership theory definitions, characteristics, and dependent variables; and (c) to apply the outcomes of (a) and (b) to build the theory of profound leadership and make recommendations for future theory-building. Leadership as a general …

Leadership Theories And United States Demographic Shifts: Responsiveness In The Workplace, Sherry H. Latten, Jonathan Perez

Journal of Research Initiatives

As the United States becomes increasingly more diverse, it is imperative that organizations consider the implications of their leadership pipeline. Given the differences that can exist by social identity groups in experiences, values, interests, and communications, it raises a question about the responsiveness of current leadership theories to the changing demographics. This article explores the responsiveness of transformational leadership, authentic leadership, and leader-member exchange (LMX) theory to the demographic changes as a means of helping organizations consider how existing leadership norms and theories need to be expanded to encompass the future population of leaders across race, sex, and age.

Authentic Leadership—Is It More Than Emotional Intelligence?, Phyllis Duncan, Mark Green, Esther Gergen, Wenonah Ecung

Administrative Issues Journal

One of the newest theories to gain widespread interest is authentic leadership. Part of the rationale for developing a model and subsequent instrument to measure authentic leadership was a concern that the more popular theory, the full range model of leadership and its instrument, the Multifactor Leadership Questionnaire (MLQ) (Bass & Avolio, 1985), did not sufficiently emphasize aspects of leader emotional intelligence (EI), such as self-awareness (Avolio & Gardner, 2005).

In its current configuration, the Authentic Leadership Questionnaire (ALQ) (Walumba, Avolio, Gardner, Wernsing & Peterson, 2008) measures four dimensions of leadership: relational transparency, internal moral perspective, balanced processing, and self-awareness. …

If You Are Like Me, I Think You Are More Authentic: An Analysis Of The Interaction Of Follower And Leader Gender, Sandra Tibbs, Mark T. Green, Esther Gergen, Jared A. Montoya

Administrative Issues Journal

Within the empirical literature related to leadership, female leaders are regularly rated higher on dimensions such as being transformational and being effective. Some studies have found that gender plays a role in the follower-leader relationship, and this interaction can be assessed. An emerging model of leadership is authentic leadership. This article analyzed whether there was an interaction between the gender of the leader and gender of the follower when assessing how authentic leaders were. Female followers rated female leaders higher on authenticity than male leaders, while male followers rated male leaders as more authentic than female leaders. Implications for the …