Thematische Bibliographien / Authentic leaders

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Auswahl der wissenschaftlichen Literatur zum Thema „Authentic leaders“

Autor: Grafiati

Veröffentlicht am 1. Juli 2021

Zuletzt aktualisiert am 17. Februar 2022

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Zeitschriftenartikel zum Thema "Authentic leaders"

Anwar, Aizza, Ghulam Abid und Ali Waqas. „Authentic Leadership and Creativity: Moderated Meditation Model of Resilience and Hope in the Health Sector“. European Journal of Investigation in Health, Psychology and Education 10, Nr. 1 (17.07.2019): 18–29. http://dx.doi.org/10.3390/ejihpe10010003.

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Authentic leaders are recognized as self-aware individuals who act according to their values and beliefs in the organization. Most of the studies have acknowledged the positive impact of authentic leaders on followers. However, the characteristics of an authentic leader, such as making decisions according to his/her own belief system, might negatively affect the followers. The current study aims to investigate the relationship of authenthic leadership/leaders (AL) and creativity through the mediating role of resilience. In this study, data were collected from 172 nurses working at public hospitals using a three-wave, time-lagged study design. The findings show that authentic leadership significantly predicts hope among employees. A hopeful individual positively reflects creativity in the workplace and also mediates the relationship between authentic leadership and creativity at workplace. These results report that authentic leadership impacts hope in a positive manner; thereby, increasing the level of creativity of nurses at the workplace. The study also highlights that if a resilient nurse is supervised by an authentic leader, it decreases hope and eventually creativity at work. The paper elaborates theoretical and practical implications for the health care sector along with limitations and direction for future research.

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Dramićanin, Sandra, Snežana Mihajlov und Nebojša Pavlović. „Authentic leadership: Women leaders in Serbia“. Bizinfo Blace 11, Nr. 2 (2020): 33–45. http://dx.doi.org/10.5937/bizinfo2002033d.

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Authentic leaders are people who are aware of themselves and own capabilities, who respect other people's opinions, perspectives and attitudes (about business and them as leaders), who are guided by high moral principles and practice transparency in business and communication with other employees. The aim of this research is to show are the women leaders in Serbia belong to the authentic type of leader and which of the characteristics of the authentic leader is the most common among them. In the research 113 women leaders from various activities from the territory of the Republic of Serbia participated. Of the total number of respondents, 31 results show an authentic leadership style, while only 3 results show a strong authentic style. Self-awareness is a dimension that stands out in relation to the other three and characterizes the largest number of women leaders. Further analysis showed that the greatest leadership potential in terms of authentic leadership has women who deal with services, have between 36-45 years and 10-15 years of work experience in the business in which they are engaged and have Bachelor's degree. The society in Serbia is such that it prefers male leaders, the goal of this research is to show that women are excellent leaders based on their characteristics and to have the predisposition to become great authentic leaders.

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Zia-ur Rehman, Muhammad, Atiqa Shahbaz und Noor Hassan. „Due Economy is Based on Authenticity? Authentic Leader’s Personality and Employees’ Voice Behaviour“. Global Economics Review III, Nr. II (30.12.2018): 43–54. http://dx.doi.org/10.31703/ger.2018(iii-ii).05.

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The study examines the impact of authentic leader’s personality on employee voice behavior through a quantitative study. The results, from a sample of 200 subordinate–supervisor dyads from a healthcare organization in Pakistan, provide evidence of a positive relationship for leader authentic personality with direct reports’ ratings of the leaders’ authentic leadership. In addition, authentic leadership was found to influence subordinates’ voice behavior, as rated by subordinates’ immediate supervisors; notably, this relationship was partially mediated by the subordinates’ perceptions of OBSE. Furthermore, leader authentic personality was indirectly related to subordinates’ voice behaviour through the mediating influence of authentic leadership and, in turn, subordinates’ perceptions of Organization-based selfesteem. The findings of this study will make management understand the linkage of an authentic leader’s personality and employee voice behavior.

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Hattke, Fabian, und Judith Hattke. „Lead by example? The dissemination of ethical values through authentic leader inspiration“. International Journal of Public Leadership 15, Nr. 4 (31.10.2019): 224–37. http://dx.doi.org/10.1108/ijpl-06-2019-0034.

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Purpose The purpose of this paper is to propose that leaders who promote ethical values authentically will be more effective in inspiring followers to behave ethically than inauthentic leaders. It further hypothesizes that authentic ethical inspiration by leaders will transform followers’ prosocial motivation so that they internalize their leader’s values and act accordingly. Design/methodology/approach The study tests this moderated-mediation model based on survey data from 741 officers in the Federal Armed Forces Germany who are leaders and follower simultaneously. Findings Leader authenticity moderates the relationship between leader ethical influence and follower ethical behaviors. The effect is significant and substantial. Leader ethical influence has a significant, yet marginal effect on follower prosocial motivation, which, in turn, strongly relates to follower ethical behaviors. Research limitations/implications Although leader authenticity is a value in itself, it says little about the contents of leaders’ ethical values. Thus, future research should not confound authentic leadership with ethical leadership. Prosocial motivation is a comparatively stable characteristic of individuals, which is rather resilient against leader influence. Practical implications “Softer” means of leader influence are effective in the coercive context of public command-and-control organizations. By cascading down the hierarchy, ethical values disseminate throughout the organization. The study draws these conclusions within the limitations of a cross-sectional analysis. Originality/value This study is the first to investigate the moderating role of perceived leader authenticity in the relationship between leader ethical inspiration and follower ethical behaviors.

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Crawford, Joseph A., Sarah Dawkins, Angela Martin und Gemma Lewis. „Putting the leader back into authentic leadership: Reconceptualising and rethinking leaders“. Australian Journal of Management 45, Nr. 1 (10.04.2019): 114–33. http://dx.doi.org/10.1177/0312896219836460.

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Increasingly poor and unethical decision-making on the part of leaders across the globe, such as the recent Australian Cricket Ball Tampering Scandal, pose a significant challenge for society and for organisations. Authentic leadership development is one strategy that has been positioned as an antidote to unethical leadership behaviours. However, despite growing interest in authentic leadership, the construct still embodies several criticisms including conceptual clarity; leader-centricity; bias towards the person, not the leader; philosophical ambiguity; and demographic challenges. Each of these criticisms will be explored in depth to inform a reconceptualisation of the authentic leader construct, comprising indicators of awareness, sincerity, balanced processing, positive moral perspective and informal influence. Importantly, this revised conceptualisation considers how researchers can conceptually distinguish between authentic leaders, followers and individuals. To conclude, we propose a research agenda for authentic leaders, encouraging the pursuit of further construct clarity, including the development of rigorous authentic leader behaviour measures, expanding the psychometric profile of the authentic leader construct, increasing the focus on authentic followers and enhancing leader development programmes.JEL Classification: M12

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Wright, Robin. „It’s messy being authentic – lessons learned on the road to becoming an authentic leader“. Strategic HR Review 14, Nr. 3 (08.06.2015): 79–84. http://dx.doi.org/10.1108/shr-03-2015-0024.

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Purpose This is an exploration of authentic leadership of which there are as many forms as there are leaders. By stripping away professional and embracing a willing to be vulnerable and truthful, individuals can eventually find the core gift that they have to offer as a leader. Design/methodology/approach This is a personal story of one executive’s journey to becoming an authentic leader – shaped by both quiet personal experiences and headline-shaping world events. Findings Embracing one’s own vulnerability is an essential part in the journey to become an authentic leader. Authentic leaders see vulnerability not as a weakness, but as a necessary ingredient for innovation, creativity and change. The author sees the following as four important aspects of authentic leadership: the value of multiple perspectives, balance of EQ and IQ, development of internal honesty and external trust and the ability to commit to action. Research limitations/implications This is a personal journey with a sample size of one, so the conclusions are experiential and anecdotal in nature. Practical implications Companies and those in leadership positions need to examine ways that they can both formally and informally model and mentor both established and future leaders in discovering their own authentic leadership style. Originality/value For companies to be success with a modern workforce, old models of leadership need to be shed, and authentic leadership needs to become the norm. This means change for both established and rising leaders.

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Winbaktianur, Winbaktianur, und Sutono Sutono. „KEPEMIMPINAN OTENTIK DALAM ORGANISASI“. Al-Qalb : Jurnal Psikologi Islam 10, Nr. 1 (03.10.2019): 71–78. http://dx.doi.org/10.15548/alqalb.v10i1.830.

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The purpose of this study is to explain the concept of authentic leadership. Authentic leadership includes something that has growing rapidly in the last two decades, and it is interesting to discuss. Authentic leadership as a pattern of leader behavior that utilizes and enhances positive psychological capacity and a positive ethical climate, to foster greater self-awareness, internalized moral perspective, balanced information processing, and relational transparency from leaders who work with followers, encourage positive self-development. In its implementation authentic leadership is a leader who is able to be honest with himself and followers. Authentic leaders must be aware of themselves and be able to foster self-awareness of their employees to work optimally in the organization.

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Nyberg, Daniel, und Stefan Sveningsson. „Paradoxes of authentic leadership: Leader identity struggles“. Leadership 10, Nr. 4 (13.03.2014): 437–55. http://dx.doi.org/10.1177/1742715013504425.

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Using in-depth interview material, this article explores the socially constructed and locally mediated nature of authentic leadership. The findings illustrate an irony of authentic leadership: while leaders claim that it is their true and natural selves that make them good leaders; simultaneously, they must restrain their claimed authenticity in order to be perceived as good leaders. This generates tensions that undermine the construction of a more stable and coherent leader identity. The study finds that in order to resolve these tensions, the managers develop metaphorical selves—Mother Teresa, messiah and coach—as a way of trying to accommodate conflicting identity claims while remaining true to the idea of themselves as authentic leaders exercising good leadership. These findings contribute to a constructed, situational and contested notion of leadership by showing how authenticity is an existential project of ‘essentialising’ fragmented and conflicting selves.

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Mingyuan, Lu, und Li Geng. „A Study on the Effects of Authentic Leadership on Psychological Capital and Knowledge Sharing in China Association for NGO Cooperation“. Acta Oeconomica 65, s2 (Dezember 2015): 115–29. http://dx.doi.org/10.1556/032.65.2015.s2.9.

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Regardless of public sectors, private enterprises, or non-profit organizations, breach of good faith and violation of regulation are emerging endlessly in past years. A genuine and honest leader is a key success factor in maintaining organizational running. Authentic leadership is regarded as the foundation of business success. An authentic leader applies positive morality and has the highmorality and value behaviors and languages be the paradigm. It is considered in this study that a non-profit organization could effectively affect the first-line administrators and organizational volunteers, through a leader’s authentic leadership style, transform the degree of psychological capital and knowledge sharing intention and further enhance the operating performance of the non-profit organization. The leaders and administrators in China Association for NGO Cooperation, as the research samples, are distributed the questionnaires, and 428 valid copies are retrieved, with the retrieval rate 71%. The research results are summarized as following. 1. Authentic leadership shows significant correlations with psychological capital. 2. Psychological capital reveals remarkable correlations with knowledge sharing. 3. Authentic leadership presents notable correlations with knowledge sharing. 4. Psychological capital appears mediating effects on the relation between authentic leadership and knowledge sharing. This study intends to discuss whether authentic leaders in non-profit organizations could enhance the employees willing to actively share knowledge through psychological capital, provide reference opinions for the practical operation of non-profit organizations, and propose suggestions for possible directions.

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Shannon, Mark R., Maurice Buford, Bruce E. Winston und James Andy Wood. „Trigger events and crucibles in authentic leaders' development“. Journal of Management Development 39, Nr. 3 (16.03.2020): 324–33. http://dx.doi.org/10.1108/jmd-02-2019-0039.

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PurposeThe purpose of this study is to examine the role of trigger events and leadership crucibles in the lives of authentic leaders. The study was based on two theories: authentic leadership theory and born versus made theory.Design/methodology/approachParticipants were included in the study if they scored between 64 and 80 on the Authentic Leadership Questionnaire (ALQ). The qualified leaders were then asked to participate in a qualitative interview utilizing an interview guide born out of the relevant literature. The interview followed the guidelines of the Critical Incident Technique (CIT).FindingsThe data indicated that trigger events and leadership crucibles play a significant role in authentic leadership development.Practical implicationsPractitioners should emphasize the prominent themes of self-awareness, relational transparency, balanced processing and moral perspective and the connection with other themes that emerged from the current study when developing or training leaders. Furthermore, practitioners concerned with creating an authentic leadership culture may consider the findings of the current study to develop and employ hiring and promotion strategies that increase the probabilities of hiring and promoting leaders that exhibit authentic leadership behaviors.Originality/valueThe findings of the research indicate that trigger events and crucibles both affect authentic leadership development. The research findings confirm characteristics associated with authentic leadership theory were predominant in the participants. However, one theme that prevailed was that of spirituality, which may or may not be considered to be part of an authentic leader's moral perspective

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Dissertationen zum Thema "Authentic leaders"

Ehret, Michael G. „Common leadership strategies and practices among authentic senior leaders“. Thesis, Pepperdine University, 2016. http://pqdtopen.proquest.com/#viewpdf?dispub=10152947.

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From the early 2000s onwards, authentic leadership has continued to garner growing interest from academia, the public sector, and across multiple industries. Perhaps the reason for the increased focus on authenticity is the unethical behavior demonstrated by a number of leaders from 2000 to 2010. While there is growing interest in demonstrating authenticity as a situational leadership style or even an inherent trait, there is limited research on what leadership strategies or practices are most effective for authentic leaders. This study was designed to apply a common definition, or set of criteria, to identify leaders that are authentic. Once this group of authentic leaders has been identified, research can be conducted to understand common characteristics, traits, styles, practices, and strategies. Conversely, the opportunity exists to understand what common challenges authentic leaders face to determine mitigation strategies. The findings of this study provided exemplary best practices for leaders in business and other fields. To help ground the study, a detailed literature review of leadership theory, and authentic leadership’s place within the study of leadership, was completed. The historical examination of leadership is important as it adds richness and context to how authenticity has risen to prominence within empirical and theoretical research.

This research showed that common leadership strategies and practices among authentic leaders include the ability to connect and engage through honest and transparent storytelling. Authentic leaders are vulnerable and transparent, and they enable and engage people and organizations through sharing a compelling vision. Their core leadership approach of honesty and transparency does not change, but they will flex how direct they are based on the situation and audience. In terms of challenges, authentic senior leaders have a high desire for their authentic approach to be reciprocated, and they can be too demanding. In order to overcome these challenges, they try to manage their stress and use physiological and mental means to manage energy. Authentic senior leaders measure success in terms of business results, talent development, and being recognized. The advice they have for future leader is to be one’s authentic self and to understand one’s personal mission and purpose.

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SAUERBRONN, RAFFAELA MARIA RAMMELT. „HAPPIER AND FAIR?: EXPLAINING HOW AUTHENTIC LEADERS AFFECT EMPLOYEES ATTITUDES“. PONTIFÍCIA UNIVERSIDADE CATÓLICA DO RIO DE JANEIRO, 2017. http://www.maxwell.vrac.puc-rio.br/Busca_etds.php?strSecao=resultado&nrSeq=30634@1.

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Este estudo teve como objetivo analisar a influência da liderança autêntica sobre a presença afetiva do líder e sobre a percepção de justiça organizacional. Examinou também o papel da presença afetiva positiva do líder e da percepção de justiça organizacional como mecanismos mediadores da relação entre liderança autêntica e satisfação no trabalho. É um estudo de natureza quantitativa, buscou explorar o modelo e analisar as hipóteses propostas. Foram realizadas regressões múltiplas utilizando-se as diferentes variáveis dependentes, objeto do estudo. A pesquisa foi realizada em uma sociedade de economia mista do setor bancário brasileiro e contou com uma amostra de 193 funcionários. Os resultados indicam que há uma relação direta entre a liderança autêntica e a presença afetiva do líder, assim como entre a liderança autêntica e a percepção de justiça organizacional. A relação direta entre a presença afetiva positiva do líder e a percepção de justiça organizacional também foi verificada. Além disso, foi observado que a presença afetiva positiva do líder e a percepção de justiça organizacional parecem ser caminhos relevantes por meio dos quais os líderes autênticos poderiam alcançar uma maior satisfação dos funcionários com o trabalho. Relações positivas entre a satisfação no trabalho e a intenção dos funcionários de permanecer na organização e na equipe na qual trabalham também foram encontradas.
This study intended to analyze the influence of authentic leadership on leader s affective presence and on the perception of organizational justice. It has been also examined the role of leader s positive affective presence and the perception of organizational justice as mediating mechanisms of the relationship between authentic leadership and job satisfaction. It is a quantitative study and multiple regressions were performed considering different dependent variables to explore the model and analyze the proposed hypothesis. The survey was conducted in a state owned company of the Brazilian banking sector and had a sample of 193 employees. The results pointed out that there is a direct relationship between authentic leadership and leader affective presence, as well as between authentic leadership and the perception of organizational justice. The direct relationship between leader s positive affective presence and perception of organizational justice was also verified. In addition, it has been observed that leader s positive affective presence and perception of organizational justice seem to be relevant paths for authentic leaders to achieve a better level of job satisfaction. A positive relationship between job satisfaction and employees intention to stay working at the organization and in the same team have also been found.

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Grubb, Bradley A. „A study of authentic leadership and cultural intelligence in higher education academic leaders“. Thesis, Indiana Wesleyan University, 2015. http://pqdtopen.proquest.com/#viewpdf?dispub=3685113.

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Demographic changes within the field of higher education have generated growing interest for the study of cultural intelligence and authentic leadership among academic leaders. The relationship between cultural intelligence (CQ) as a moderator to authentic leadership (AL) was examined through a quantitative study that included two surveys, the Expanded Cultural Intelligence Scale (E-CQS) and the Authentic Leadership Questionnaire (ALQ). Hypotheses were formulated to assess relationships between CQ and AL, and specific components of each set of data. The study's findings were directed toward academic leaders being equipped with both cultural intelligence and authentic leadership to effectively interact and support diverse multicultural populations within higher educational institutions.

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Meyer, Nanette R. „A phenomenological exploration of followers' well-being as influenced by their authentic leaders“. Thesis, Capella University, 2016. http://pqdtopen.proquest.com/#viewpdf?dispub=10164298.

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This transcendental phenomenological study sought to understand how the followers of authentic leaders in a multi-national healthcare organization experienced well-being. Twenty followers of 5 authentic leaders participated in the research and shared their lived experiences. Followers reported they experienced workplace well-being by maintaining work-life balance, feeling fulfilled/doing meaningful work, and feeling appreciated/recognized for their contributions. Workplace well-being was experienced as a result of their perceptions of feeling trusted and cared about as a whole being and not just an employee by their leaders. Followers also reported that the organizational culture provided support for leaders to demonstrate behaviors of authentic leadership, caring, trust, appreciation, respect, valuing others, openness, honesty, and transparency, which led them to feel an attachment to their leaders and organizations. Followers were motivated to exhibit organizational citizenship behaviors by providing extra or discretionary effort beyond their expected role requirements. These findings indicate that authentic leaders can provide value by cultivating well-being in the workplace. Findings also suggest recommendations for establishing organizational best practices.

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Prakasam, Naveena. „Authentic performances : the role of impression management in audience understanding of leaders' authenticity“. Thesis, Durham University, 2014. http://etheses.dur.ac.uk/10669/.

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Due to the increase in scandals and failures in organisations, public concerns have increased over leadership, and authentic leadership has been promoted as the most feasible response to these concerns (Liu, 2010). However, there seem to be diverse views on what encompasses authentic leadership. Three qualitative studies were therefore conducted in varied settings in order to obtain participants’ understanding of authenticity and the role that impression management played in their understanding of authenticity. Study 1 involved group discussions after the participants were shown two video clips of organisational leaders. Study 2 involved a case study in an organisational setting, where interviews were carried out in addition to participant observation. Study 3 involved interviews with participants from diverse industries, in order to confirm the findings of the first two studies. All the three studies were consistent in the findings indicating that there is not one thing called authenticity and that impression management and authenticity are related. The findings only confirmed what we found in the literature indicating diverse views on what authenticity entailed, and therefore, that there is not one thing called authenticity.

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Peba, Tjedza Mantsadi Lesedi. „Female employees' perceptions of male leaders' Botho and authentic leadership styles in Botswana“. Diss., University of Pretoria, 2017. http://hdl.handle.net/2263/60516.

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Very little research focuses on a follower's perception of leadership. Furthermore, black African female employees' perception of a male leader's botho and authentic leadership style in Botswana parastatals has never been researched. Research has made it evident that leadership not only needs to be viewed from a leader-centric perspective but a follower-centric perspective should also be taken into consideration. Botho and authenticity are phenomena that are unique to a specific context. The conundrum to apprehend is how this influences a leader. This study thus aimed to identify how botho and authentic leadership is perceived and experienced by black African female employees, to explore whether male leaders are perceived to possess botho and authentic leadership styles, and enquire how important black African female employees regard botho and authentic leadership styles in male leaders. The study adopted a qualitative, grounded theory methodological approach to investigate the research purpose. Unstructured and semi-structured interviews were used to investigate the particular focus area. The data collection was split into two phases. Phase one comprised of focus groups, followed by phase two with individual interviews. A sample consisting of seven black African female employees from three parastatals in Botswana was used. This sample was selected as they had experience in the field of interest. The discussions were recorded and transcribed prior to being captured in Excel. Thematic coding was adopted to scrutinise the data. The findings of the study indicated that the followers would love for their opinions to be taken into consideration more. Facets mostly illuminated by the participants included the need for better communication, transparency and guidance. Respect and compassion were found to be the cornerstone of botho. Social awareness and self-awareness were found to be the grounding factors to being an authentic leader. Furthermore, it was found that cultural context is evidently an important factor to consider when approaching leadership. Due to the subjective nature of the study, the researcher could not generalise the findings. The participants' responses were based on their social construction and experiences. Future research should focus on developing constructs that participants regard as vital when measuring botho and authenticity. Developing a measurement tool that is valid and reliable for botho and authentic leadership whilst taking into consideration the cultural context would be beneficial to the development of the constructs.
Mini Dissertation (MCom)--University of Pretoria, 2017.
Human Resource Management
MCom
Unrestricted

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Court, Clémence, und Rooij Mariska de. „Balancing the self and the relationship : Coping strategies of leaders when core values on which their authenticity is based are challenged“. Thesis, Linnéuniversitetet, Institutionen för organisation och entreprenörskap (OE), 2016. http://urn.kb.se/resolve?urn=urn:nbn:se:lnu:diva-53177.

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This thesis aimed to explore the coping strategies of leaders in situations in which their authenticity is put out of balance. Specifically, this means that this thesis describes the different actions shown by the leaders in order to deal with these particular situations. The literature suggests that leaders either stay with their own values and try to persuade them to the followers (Eagly 2005) or adapt to the group values and avoid showing damaging emotions (Gardner et al. 2005). As expected, this thesis shows that the leaders’ behavior does not simply fit into one group or the other. Instead, this research found that there are more nuances in how leaders respond to situations in which their values are challenged. The first action taken by leaders consists of learning, during which leaders discover and try to make sense of the new environment. Subsequently, roughly five categories of actions could be distinguished from the data. Leaders tend to adapt to small differences, adapt to large differences, avoid relationships, try to change followers or break relationships. Although these are five clearly defined categories, this does not imply that one leader only adopts one kind of strategy. This research found that the kind of strategy chosen by the leader highly depends on the conditions surrounding the leader. The coping strategy chosen has an effect on the relationship between the leader and the followers, and the leader’s emotions. Furthermore, it should be noted that in this research it is stated that leaders choose or decide upon certain actions leading from conditions; this does mean that the decision for actions can be taken both intentionally or unconsciously.

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Dunn, C. Charles Jr. „The Real Deal| Exploring the Lived Experiences Of Authentic Global Leaders within International Cooperative Organizations“. Thesis, Indiana Institute of Technology, 2016. http://pqdtopen.proquest.com/#viewpdf?dispub=10240382.

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The purpose of the current phenomenological study was to understand the developmental experiences of authentic leaders by documenting their own stories of how they view their growth into a successful global leader. The study used three overarching research questions: (1) How do leaders within international cooperatives describe their lived experiences that contributed to their development into successful and authentic global leaders? (2) How do cooperative leaders explain how they apply/use the principle of stewardship on a daily basis? (3) What experiences are described as challenges in the application of authentic leadership? Using these overarching questions as a guide, the current study posed interview questions that explore participants’ experiences in developing into an authentic leader. The study also explored how operating in a global environment has influenced their ability to be authentic in their leadership. Additionally, interview questions explored the context of authentic leadership and global leadership within cooperative organizations and how the role of being a steward for the organization influences their leadership style.

The theoretical framework for the study was guided by global leadership theory, authentic leadership theory, and stewardship theory. Purposeful sampling and snowball sampling were used to select study participants who are senior leaders within international cooperative organizations. Data was collected through the use of semi-structured interviews, and the interviews were transcribed and then analyzed using NVivo qualitative analysis software. The information collected and subsequent analysis may help future cooperative leaders develop into successful and authentic global leaders, as well as help close the gap in the literature on leadership within international cooperatives. The research findings led to the development of five themes surrounding the phenomenon of developing into an authentic leader within an international cooperative: (1) leading successfully, (2) leading globally, (3) developing authentically, (4) meeting the leadership challenge, and (5) cooperative appeal.

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Epperson, Thomas. „Developing Authentic Leaders and Followers| A Case Study in Two Chapters of a National Nonprofit Organization“. Thesis, The George Washington University, 2015. http://pqdtopen.proquest.com/#viewpdf?dispub=3687482.

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As a result of scandals in the workplace, scholars and practitioners are increasingly focused on how to develop authentic leaders, high in trust, transparency, and clear moral standards. Additionally, with the flattening of organizations and the increasing numbers of workers in nonsupervisory roles, it is increasingly important for organizations to focus on developing followers as well as leaders.

The purpose of this study was to describe how leader modeling of authentic behaviors influences follower authenticity and how follower modeling of authentic behaviors influences the development of leader authenticity. This study primarily used Gardner’s conceptual framework of authentic leadership and follower development and Bandura’s observational learning theory as theoretical lenses. This qualitative, multisite case study examined two local chapters of a national nonprofit, the YMCA of the USA. The research sought to describe the role modeling played in the development of leader and follower authenticity in the workplace. Data were collected at two different research sites and included 16 interviews, participant observations, and an analysis of supporting documents. The analysis was conducted by coding the data, developing a summary for each site, and then conducting a cross-case analysis.

Findings from this study indicate that both leader and follower modeling influenced authenticity development, including both positive and negative models of authentic behaviors. Organizational culture and situational context were also factors that emerged in the development of authenticity in both leaders and followers.

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Bradley-Cole, Kim. „Exploring subordinate leaders' implicit theories of authentic leadership : understanding the experience and contribution of leader authenticity to effective managerial relationships in large organisations“. Thesis, University of Reading, 2014. https://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.745705.

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Bücher zum Thema "Authentic leaders"

Smith, Ruth. Where Authentic Leaders DARE. Abingdon, Oxon; New York, NY: Routledge, 2019.: Routledge, 2019. http://dx.doi.org/10.4324/9780429243158.

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Thompson, Neil. The Authentic Leader. London: Macmillan Education UK, 2016. http://dx.doi.org/10.1007/978-1-137-47268-7.

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Sparks, Royce. The Authentic Leader. New York, NY : Routledge, 2020.: Productivity Press, 2020. http://dx.doi.org/10.4324/9781003022626.

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Leading out loud: The authentic speaker, the credible leader. San Francisco: Jossey-Bass Publishers, 1995.

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The cult of the leader: A manifesto for more authentic business. Hoboken, N.J: Wiley, 2011.

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Leadership in the crucible of work: Discovering the interior life of an authentic leader. Maitland, Fla: Florida Hospital Publishing, 2013.

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Goffee, Robert. Why should anyone be led by you?: What it takes to be an authentic leader. Boston, Mass: Harvard Business School Press, 2006.

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Being Leaders: The Nature of Authentic Christian Leadership. Baker Books, 2003.

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Arnold. Leading from the Zone: How Authentic Leaders Achieve Exceptional Results. Publishers Design Group, 2004.

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Kelley, Dr James B. The Crucible's Gift: 5 Lessons from Authentic Leaders Who Thrive in Adversity. Brave Endurance LLC, 2018.

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Buchteile zum Thema "Authentic leaders"

Smith, Ruth. „Empathic influencing if used properly can be a powerful tool“. In Where Authentic Leaders DARE, 3–13. Abingdon, Oxon; New York, NY: Routledge, 2019.: Routledge, 2019. http://dx.doi.org/10.4324/9780429243158-1.

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Smith, Ruth. „Developing empathic influencing skills using ‘DARE’“. In Where Authentic Leaders DARE, 87–104. Abingdon, Oxon; New York, NY: Routledge, 2019.: Routledge, 2019. http://dx.doi.org/10.4324/9780429243158-10.

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Smith, Ruth. „A Utopian world where everyone trusts everyone else“. In Where Authentic Leaders DARE, 107–12. Abingdon, Oxon; New York, NY: Routledge, 2019.: Routledge, 2019. http://dx.doi.org/10.4324/9780429243158-11.

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Smith, Ruth. „Technical skills become irrelevant at the top“. In Where Authentic Leaders DARE, 14–24. Abingdon, Oxon; New York, NY: Routledge, 2019.: Routledge, 2019. http://dx.doi.org/10.4324/9780429243158-2.

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Smith, Ruth. „Leadership“. In Where Authentic Leaders DARE, 25–39. Abingdon, Oxon; New York, NY: Routledge, 2019.: Routledge, 2019. http://dx.doi.org/10.4324/9780429243158-3.

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Smith, Ruth. „Exposure“. In Where Authentic Leaders DARE, 40–46. Abingdon, Oxon; New York, NY: Routledge, 2019.: Routledge, 2019. http://dx.doi.org/10.4324/9780429243158-4.

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Smith, Ruth. „How to develop empathic influencing and still be authentic“. In Where Authentic Leaders DARE, 49–57. Abingdon, Oxon; New York, NY: Routledge, 2019.: Routledge, 2019. http://dx.doi.org/10.4324/9780429243158-5.

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Smith, Ruth. „The dark side of empathic influencing“. In Where Authentic Leaders DARE, 58–60. Abingdon, Oxon; New York, NY: Routledge, 2019.: Routledge, 2019. http://dx.doi.org/10.4324/9780429243158-6.

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Smith, Ruth. „Humans are not rational“. In Where Authentic Leaders DARE, 63–72. Abingdon, Oxon; New York, NY: Routledge, 2019.: Routledge, 2019. http://dx.doi.org/10.4324/9780429243158-7.

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Smith, Ruth. „Different people’s brains are wired differently“. In Where Authentic Leaders DARE, 73–79. Abingdon, Oxon; New York, NY: Routledge, 2019.: Routledge, 2019. http://dx.doi.org/10.4324/9780429243158-8.

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Konferenzberichte zum Thema "Authentic leaders"

El Fath, Nur Maulany Din, und Tulus Budi Sulistyo Radikun. „Authentic Leaders May Increase Employee Innovation: The Mediation Effect of Psychological Capital“. In Proceedings of the 2nd International Conference on Intervention and Applied Psychology (ICIAP 2018). Paris, France: Atlantis Press, 2019. http://dx.doi.org/10.2991/iciap-18.2019.77.

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Erlina. „Using Authentic Online Materials for Speaking Class: A Study of Students' Perception about the teaching and learning of English as a Foreign Language“. In First Indonesian Communication Forum of Teacher Training and Education Faculty Leaders International Conference on Education 2017 (ICE 2017). Paris, France: Atlantis Press, 2018. http://dx.doi.org/10.2991/ice-17.2018.86.

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Bone, Elisa, Richard Greenfield, Gray Williams und Bayden Russell. „Creating a digital learning ecosystem to facilitate authentic place-based learning and international collaboration – a coastal case study“. In ASCILITE 2020: ASCILITE’s First Virtual Conference. University of New England, Armidale, 2020. http://dx.doi.org/10.14742/ascilite2020.0147.

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Authentic, place-based experiential learning is essential for students of ecology, whilst an understanding of broader human impacts is necessary for effective conservation efforts. Creating future environmental leaders requires fostering such understanding whilst building transferable skills in collaboration, communication and cultural competence. Mobile technologies and collaborative digital tools can connect students across broad geographic locations, allowing them to share experiences and build a common understanding of global environmental challenges. Within this concise paper, we report on the initial stages and proposed next steps in building a learning ecosystem, consisting of a digital platform and embedded tools, to facilitate undergraduate learning in coastal ecology across universities in Australia, Hong Kong and South Africa. Using here a framework guided by design-based research (DBR), we discuss the design and development of these digital tools in context, and their proposed integration into upper undergraduate science curricula across locations.

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Zhao, Chen, und Zhonghua Gao. „The effect of authentic leadership on leader creativity: the moderating role of idea network diversity“. In International Conference of Information Science and Management Engineering. Southampton, UK: WIT Press, 2014. http://dx.doi.org/10.2495/isme20142332.

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Tetrick, Dan E., Daniel Farley, Golnaz Arastoopour, Michael Zinn, David Williamson Shaffer und Naomi C. Chesler. „RescuShell: A Biomechanical Design Epistemic Game for First-Year Engineering Education and Potentially Increased Retention of Women“. In ASME 2013 Summer Bioengineering Conference. American Society of Mechanical Engineers, 2013. http://dx.doi.org/10.1115/sbc2013-14069.

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The American engineering workforce lacks the size and diversity needed to maintain its place as the world leader in science and technology. Across the United States, academic institutions are attempting to retain men and especially women in engineering degree paths by providing introductory coursework that motivates them to persist to graduation. Epistemic games provide students with an authentic engineering experience that may increase their persistence towards engineering degrees. This authentic experience, which we refer to as a virtual internship, helps students create an engineering epistemic frame, in which their skills and knowledge are linked a developing engineering identity, values, and epistemology. RescuShell is an epistemic game that was developed to provide this virtual internship experience for first-year engineering students and increase the persistence of women. In RescuShell, students complete a biomechanical engineering design project in which they create an arm joint for a human enhancement suit. Students research the joint’s actuators, control sensors, power sources, types of articulation, and materials. Completed designs are assessed by the company’s various stakeholders for their ability to meet thresholds for safety, agility, payload, work capacity, reliability, and cost. We anticipate that RescuShell will motivate more men and women to persist to engineering degrees and future careers in the engineering profession than traditional first-year engineering coursework.

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Whittington, Katherine V. „Counterfeit Parts Recognition and Detection for Failure Analysts“. In ISTFA 2010. ASM International, 2010. http://dx.doi.org/10.31399/asm.cp.istfa2010p0364.

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Abstract The electronics supply chain is being increasingly infiltrated by non-authentic, counterfeit electronic parts, whose use poses a great risk to the integrity and quality of critical hardware. There is a wide range of counterfeit parts such as leads and body molds. The failure analyst has many tools that can be used to investigate counterfeit parts. The key is to follow an investigative path that makes sense for each scenario. External visual inspection is called for whenever the source of supply is questionable. Other methods include use of solvents, 3D measurement, X-ray fluorescence, C-mode scanning acoustic microscopy, thermal cycle testing, burn-in technique, and electrical testing. Awareness, vigilance, and effective investigations are the best defense against the threat of counterfeit parts.

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Makhovikov, Alexander Evgenievich. „ABOUT THE "REASONABILITY" OF THE MODERN RATIONAL ACTIVITY OF THE PERSON“. In Russian science: actual researches and developments. Samara State University of Economics, 2020. http://dx.doi.org/10.46554/russian.science-2020.03-1-441/445.

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The thesis that the emergence of a new post-non-classical type of rationality in the information society has also led to the formation of a new meaning of "rationality" in the modern rational activity of the individual. Its specific feature is that this “rationality” turns into a kind of pragmatic matrix, the epistemological foundation of which, instead of objective true knowledge, is information. This inevitably leads to overcoming the differences between the real and the unreal, the authentic and the unauthentic, between the true and the false in the rational activity of the modern person. The concept of “rationality” for it now includes such meanings as heterogeneity, eclecticism, combining incompatible, pluralism and the right to the equal existence of different paradigms, as well as the ability to overcome binary thinking, where the boundaries of any ontological certainty are erased.

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Bhat, Raj Nath. „Language, Culture and History: Towards Building a Khmer Narrative“. In GLOCAL Conference on Asian Linguistic Anthropology 2019. The GLOCAL Unit, SOAS University of London, 2019. http://dx.doi.org/10.47298/cala2019.3-2.

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Genetic and geological studies reveal that following the melting of snows 22,000 years ago, the post Ice-age Sundaland peoples’ migrations as well as other peoples’ migrations spread the ancestors of the two distinct ethnic groups Austronesian and Austroasiatic to various East and South–East Asian countries. Some of the Austroasiatic groups must have migrated to Northeast India at a later date, and whose descendants are today’s Munda-speaking people of Northeast, East and Southcentral India. Language is the store-house of one’s ancestral knowledge, the community’s history, its skills, customs, rituals and rites, attire and cuisine, sports and games, pleasantries and sorrows, terrain and geography, climate and seasons, family and neighbourhoods, greetings and address-forms and so on. Language loss leads to loss of social identity and cultural knowledge, loss of ecological knowledge, and much more. Linguistic hegemony marginalizes and subdues the mother-tongues of the peripheral groups of a society, thereby the community’s narratives, histories, skills etc. are erased from their memories, and fabricated narratives are created to replace them. Each social-group has its own norms of extending respect to a hearer, and a stranger. Similarly there are social rules of expressing grief, condoling, consoling, mourning and so on. The emergence of nation-states after the 2nd World War has made it imperative for every social group to build an authentic, indigenous narrative with intellectual rigour to sustain itself politically and ideologically and progress forward peacefully. The present essay will attempt to introduce variants of linguistic-anthropology practiced in the West, and their genesis and importance for the Asian speech communities. An attempt shall be made to outline a Khymer narrative with inputs from Khymer History, Art and Architecture, Agriculture and Language, for the scholars to take into account, for putting Cambodia on the path to peace, progress and development.

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Lonia, B., N. K. Nayar, S. B. Singh und P. L. Bali. „Techno Economic Aspects of Power Generation From Agriwaste in India“. In 17th International Conference on Fluidized Bed Combustion. ASMEDC, 2003. http://dx.doi.org/10.1115/fbc2003-170.

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The agricultural operations in India are suffering from a serious problem of shortage of electrical power on one side and economic and effective disposal of agriwaste stuff on the other. India being agriculture based country, 70% of its main income (share in GDP) comes from agriculture sector. Any enhancement of income from this sector is based upon adequate supply of basic inputs in this sector. Regular and adequate power supply is one such input. But, the position of power supply in our country defies both these characteristics. With a major portion of power produced being sent to the industrial and urban consumers, there is a perennial shortage of power in the agriculture sector. Consequently, there is an emergent need to produce more power in order to fulfil the needs of this sector effectively. One way of accomplishing this is setting up captive, preferably rural based, small power generation plants. In these power plants, instead of water-head, diesel oil or coal, we can use agri-residue to produce electricity. One such power plant (1–2 MW capacity) can satisfy the power need of 25 to 40 nearby villages. The agriwaste like rice straw, sugarcane-trash, coir-pith, peanut shells, wheat stalks & straw, cottonseed, stalks and husk, soyabean stalks, maize stalks & cobs, sorghum. Bagasse, wallnut shells, sunflower seeds, shells, hulls and kernels and coconut husk, wastewood and saw dust can be fruitfully utilized in power generation. This stuff is otherwise a waste and liability and consumes a lot of effort on its disposal; in addition to being a fire and health hazard. Agriwaste stuff which at present is available in abundance and prospects of its utilization in producing energy are enormous. This material can be procured at reasonably low rates from the farmers who will thus be benefited economically, apart from being relieved of the responsibility of its disposal. Agri-residue has traditionally been a major source of heat energy in rural areas in India. It is a valuable fuel even in the sub-urban areas. Inspite of rapid increase in the supply of, access lo and use of fossil fuels, agri-residue is likely to continue to play an important role, in the foreseeable future. Therefore, developing and promoting techno-economically-viable technologies to utilize agri-residue efficiently should be a persuit of high priority. Though there is no authentic data available with regard to the exact quantity of agricultural and agro-industrial residues, its rough estimate has been put at about 350 mt per annum. It is also estimated that the total cattle refuse generated is nearly 250 mt per year. Further, nearly 20% of the total land is under forest cover, which produces approximately 50 mt of fuel wood and with associated forest waste of about 5 mt.(1). Taking into account the utilization of even a portion (say 30%) of this agri-residue & agro-industrial waste as well as energy plantation on one million hectare (mha) of wastelands for power generation through bioenergy technologies, a potential of some 18000 MW of power has been estimated. From the foregoing, it is clear that there is an enormous untapped potential for energy generation from agri-residue. What is required is an immediate and urgent intensification of dedicated efforts in this field, with a view to bringing down the unit energy cost and improving efficiency and reliability of agri-waste production, conversion and utilisation, leading to subsequent saving of fossil fuels for other pressing applications. The new initiatives in national energy policy are most urgently needed to accelerate the social and economic development of the rural areas. It demands a substantial increase in production and consumption of energy for productive purposes. Such initiatives are vital for promoting the goals of sustainability. cleaner production and reduction of long-term risks of environmental pollution and consequent adverse climatic changes in future. A much needed significant social, economic and industrial development has yet to take place in large parts of rural India; be it North, West, East or South. It can be well appreciated that a conscious management of agri-residue, which is otherwise a serious liability of the farmer, through its economic conversion into electric power can offer a reasonably viable solution to our developmental needs. This vision will have to be converted into a reality within a decade or so through dedicated and planned R&D work in this area. There is a shimmering promise that the whole process of harvesting, collection, transport and economic processing and utilisation of agri-waste can be made technically and economically more viable in future. Thus, the foregoing paras amply highlight the value of agri-residue as a prospective source of electric power, particularly for supplementing the main grid during the lean supply periods or peak load hours and also for serving the remote areas in the form of stand-alone units giving a boost to decentralised power supply. This approach and option seems to be positive in view of its potential contribution to our economic and social development. No doubt, this initiative needs to be backed and perused rigorously for removing regional imbalances as well as strengthening National economy. This paper reviews the current situation with regards to generation of agriwaste and its prospects of economic conversion into electrical power, technologies presently available for this purpose, and the problems faced in such efforts. It emphasizes the need for an integrated approach to devise ways and means for generating electrical power from agriwaste; keeping in mind the requirements of cleaner production and environmental protection so that the initiative leads to a total solution.

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Berichte der Organisationen zum Thema "Authentic leaders"

Authentic Leaders Inspire Creativity, Organizational Citizenship and Performance. IEDP Ideas for Leaders, April 2019. http://dx.doi.org/10.13007/737.

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