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Articles 241 - 244 of 244
Full-Text Articles in Leadership
Exploring Staff Perceptions Of Meaningful Interactions With Leaders In Local Government, Brigette R. Collins
Exploring Staff Perceptions Of Meaningful Interactions With Leaders In Local Government, Brigette R. Collins
Antioch University Dissertations & Theses
The study aimed to reduce the literature gap and provide a helpful tool for understanding the follower-centered perspective of leadership in local government. Leaders are undoubtedly essential to organizational success; followers are essential, and follower perspectives of leadership are equally worthy of study (Blanchard et al., 2009). This study utilizes the critical incident technique (Flanagan, 1954) to delve into followers’ meaningful interactions and lived experiences in local government throughout the United States. Utilizing the critical incident technique (Flanagan, 1954), the study sought meaningful interactions and lived experiences of followers in local government throughout the United States. CIT lends itself to …
The Use Of Experimental Designs To Examine Causality In Authentic Leadership: A Scoping Review, Ann Dadich, Ling Abbott, Andrei A. Lux, Kevin B. Lowe
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
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
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 …