Leadership Commons^™

Just Be Yourself....But Only If You Are Like Us? A Social Identity Theory Cross-Cultural Meta-Analysis Of Authentic Leadership, Andrei A. Lux, Kevin B. Lowe, Patricio Duran, Darren K. Bharanitharan

Research outputs 2022 to 2026

We apply social identity theory (SIT) within a culturally endorsed implicit leadership theory (CLT) frame to model how cultural values shape relationships between authentic leadership and follower outcomes. We use meta-analytic methods to test hypotheses with data from 292 studies drawn from over 40 countries, comprised of 100,641 individuals, and including 35 attitudinal, behavioural, and performance outcomes. Meta-analytic regression of cultural values coded at the country level reveals a significant pattern of moderation effects across 42.9% of the correlates we tested, suggesting that authentic leadership theory is culturally embedded. The effects of authentic leadership vary to the extent that it …

Strategizing Success: Advancing Women's Leadership And Careers In Healthcare Through A Positive Gain Spiral, Farveh Farivar, Andrei A. Lux, Nasim Salehi

Research outputs 2022 to 2026

Purpose – Women’s career progression in healthcare continues to lag men’s, particularly at senior leadership levels, limiting organizational performance and weakening leadership pipelines. This study applies Conservation of Resources (COR) theory’s positive gains cycle to examine how supportive organizational environments and human resource management practices can accelerate women’s advancement from early career stages to senior leadership. Design/methodology/approach – Using a social constructivist approach, we conducted 30 in-depth interviews with Australian healthcare leaders (20 female and 10 male) across multiple organizational levels. Thematic analysis identified the resources and interactions that enable sustained leadership progression for women. Findings – Four interconnected resources, …

When Caring Depletes: The Paradox Of Leading Employee Wellbeing During A Prolonged Crisis – Evidence From The Australian Resources Sector, Michael Mayom Ajith, Andrei Alexander Lux, Michelle Striepe, Tim Andrew Bentley

Research outputs 2022 to 2026

Purpose: The protracted COVID-19 crisis placed substantial demands on managers in the Australian resources industry. While workers' wellbeing received increased attention during this period, much less is known about how managers sustained their own wellbeing while providing care, reassurance, and operational continuity. Drawing on the JD–R model, paradox theory, and moral strain perspectives, we examine wellbeing-oriented leadership during a sustained crisis. We focus on how leadership behaviour operated as both a resource for employees and a demand on managers, shaping their own wellbeing experiences and leadership identity.

Design/methodology/approach: An interpretative phenomenological approach (IPA) was employed. Semi-structured interviews were conducted with …

Adaptive Crisis Management At The Operational Level: Responses To Covid-19 In The Australian Resources Sector, Michael M. Ajith, Andrei A. Lux, Tim Bentley, Michelle Striepe

Research outputs 2022 to 2026

The COVID-19 pandemic in 2020 significantly impacted Australia’s resources sector, particularly mining, oil, and gas industries, posing challenges for operational leaders. This study applied Adaptive Crisis Management Theory (ACMT) to understand how these leaders adapted during the crisis. Through interviews with 32 operational leaders, it was found that their roles evolved as crisis demands changed. Initially, they addressed immediate needs, then shifted focus to remote work facilitation and digital transformation, and finally emphasised recovery, trust, and resilience. These adaptations influenced leaders’ behaviours, highlighting the importance of flexibility in supporting employee wellbeing and organisational continuity during crises.

The Use Of Experimental Designs To Examine Causality In Authentic Leadership: A Scoping Review, Ann Dadich, Ling Abbott, Andrei A. Lux, Kevin B. Lowe

Research outputs 2022 to 2026

Authentic leadership studies are often criticised for the limited use of causally defined research designs. To advance scholarship is this area, this article presents a scoping review on the use of experimental designs to examine causality in authentic leadership. Eleven publications were identified, which presented 16 experiments that met the inclusion criteria. Generally, these experiments tested authentic leadership as an antecedent; were conducted online; used a one-factor design; involved large samples, typically of working adults or residents; involved a manipulation check; involved the use of written vignettes to manipulate levels of authentic leadership; included counterfactual conditions; culminated with outcomes pertaining …

Authentic Leadership: 20-Year Review Editorial, Andrei A. Lux, Kevin B. Lowe

Research outputs 2022 to 2026

Our field has reached a critical juncture. Authentic leadership, which once promised to illuminate how leaders inspire and influence through genuine actions, has become mired in conceptual ambiguity and ideological bias. Much of the research is based on evaluations of behaviour conflated with antecedents and outcomes, presuming an oversimplified, positive view of authenticity. To advance, we must refocus on what authentic leaders actually do – their discrete behaviours – as signals of leadership. In this editorial, we redefine authentic leadership through signalling theory to address unresolved critiques and provide a platform for meaningful progress. We then summarise and synthesise the …

Dismantling Pervasive Gender Stereotypes In Healthcare Leadership Contexts With An Ecological Systems Theory Approach, Andrei A. Lux, Nasim Salehi, Diarmuid Hurley, Elizabeth Emanuel

Research outputs 2022 to 2026

Leadership emergence is fraught with pervasive gender stereotypes, and women remain underrepresented in senior leadership roles, particularly in healthcare organisations. We apply ecological systems theory to explain how environmental factors enable or inhibit women’s leadership emergence in healthcare settings. We interviewed 17 senior female leaders in the Australian healthcare sector to explore how gender-related perceptions affected their leadership journeys. Five themes emerged that challenge existing narratives: men supported women’s advancement; women impeded other women’s progress; vulnerability was a leadership strength; ambitious women were ostracised; and women were ‘given’ leadership opportunities rather than actively pursuing them. By situating these findings within …