Leadership Special Issue: Do we need Authentic Leadership? Interrogating authenticity in a new world order

Iszatt‐White, Marian; Carroll, Brigid; Gardiner, Rita A.; Kempster, Steve

doi:10.1177/17427150211000153

Cited by 13 publications

(8 citation statements)

References 19 publications

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“…The piece we wrote (Einola and Alvesson, 2021a) sought to engage with a Leadership special issue on the topic of authentic leadership (Iszatt-White et al, 2021), and it is not a continuation of our recent exchange of letters (Gardner et al, 2021). Our intention, indeed, was to write as provocateurs to stir further debate with broader audiences because we think the field of leadership studies needs a radical change.…”

Section: Being a Gadflymentioning

confidence: 99%

The gaslighting of authentic leadership 2.0

Alvesson

Einola

2022

Leadership

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This article is a response to Bill Gardner and Kelly McCauley’s ‘gaslighting’ critique of our text on the perils of authentic leadership. Against gaslighting 1.0 (evilly trying to convince people to doubt their perceptions), we propose gaslighting 2.0 (enlightenment). We argue that organizations face severe problems and challenges that cannot be solved by motivating managers to engage in introspection and being overly preoccupied by their own authenticity. A search for one’s true self is a personal journey of inner growth and heightened self-awareness that individuals, leaders and non-leaders may engage in and find highly beneficial, but outside any notion of exercising influence or power on others to reach career objectives or corporate goals. The broad use of simple recipes with claims of overwhelming positive effects is problematic. Leadership research is often based on highly problematic measures, making most efforts to capture the core phenomenon unreliable. That many people are attracted by simplistic, positive-sounding and ego-enhancing formulas is not the same as evidence for theoretical value and relevance of a truth claim. Taking aspiration as a critical element would call for the development and study of Aspirational Authentic Leadership Theory, which would be something quite different from the static study of how managers score in terms of being true to their values, a core self, and so on. In-depth process studies of managers trying to be authentic navigating dilemmas at work could be an alternative to focus further research on.

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Section: Being a Gadflymentioning

confidence: 99%

The gaslighting of authentic leadership 2.0

Alvesson

Einola

2022

Leadership

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“…According to this literature review, self-management will also be another key function for the rising founder; hence, finding an authentic leadership style will be necessary. Overall, authenticity in leadership adds to the benefits described in this review (Iszatt-White et al, 2021). In addition, learning humility and controlling ego will be crucial for becoming an effective executive and retaining talent and funding.…”

Section: Implications For Practitionersmentioning

confidence: 85%

The role of narcissism in entrepreneurial activity: a systematic literature review

Burger

Kanbach

Kraus

2023

JEC

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Purpose Recent years have seen a meteoric rise in the study of narcissism in entrepreneurship, although little consolidation has occurred in this area. The purpose of this paper is the development of an integrative framework to harmonise the academic discussion and serve as a structured foundation for future research. Design/methodology/approach The authors conducted an artificial intelligence-aided, structured literature review focused on content analysis of concepts and contexts to map out current findings and research gaps in startup narcissism research. Findings According to the findings of this study, narcissistic tendencies have the potential to positively influence startup success early on in an entrepreneur's journey, but after a certain point in the process, the influence of narcissism on success becomes predominantly negative. Research limitations/implications The research field is currently not very harmonised regarding research measures, research subjects and key research terms. Further research must use a standardised approach to add value to the research body. Practical implications Narcissism is a two-sided sword for founders. In the early stages of a company, many of the founder’s tasks can benefit from narcissistic tendencies. In the later stages of a company, that might shift to overwhelmingly negative effects of narcissism. Originality/value Methodically, this study is the first one to establish an artificial intelligence component to add value to the results of a review paper to the best of the authors’ knowledge. The results of this study provide a clear framework of entrepreneurial intention, entrepreneurial activity and entrepreneurial performance to give researchers the opportunity of a more differentiated way of organising work.

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“…A leader's mood in an organization does have some effects on the group (Cote and Saavedra, 2005 ). George ( 2009 ) articulated that “leadership can be perceived as an emotion-laden process with emotions entwined with the social influence process.” Iszatt-White et al ( 2021a ) proposed that emotional labor is integral to a leader's role.…”

Section: Resultsmentioning

confidence: 99%

Inquiry of the Practice of Leadership in Chengguan: A Study Based on the Ethnographic Research of Z City

2022

Front. Psychol.

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Chengguan, the Urban Administrative Law Enforcement Bureau, has been criticized for its dismal public image and poor job performance. Based on an ethnographic case study in Z City, we analyzed the type of leadership that results in passive work performance in Chengguan, and we examined whether any leadership style can be used to improve Chengguan's image and performance. We developed a new leadership ontology of CNP (Cognition–Normalization–Performance) on this foundation, and ethnographic research was conducted in three phases: leader's cognition, followers' normalization, and organization performance. Several implications were drawn. Leader selection should be cautious and can be improved by studying the leader's traits and behavior. This is done by investigating candidates' leadership career paths, trait characteristics, motive profiles, and other qualities. It is useful to change leaders by strengthening followers' unity and cohesion by setting up a labor union, youth federation, women's federation, and other groups. A leader should be selected among individuals who have completed leadership training as opposed to appointing one from outside the organization. On the one hand, the superior should help to improve the leadership environment (context), supervise problems in the organization's operation and performance, and track changes over time. On the other hand, the leader can also provide the followers with a flexible and adaptive place of work.

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Leadership Special Issue: Do we need Authentic Leadership? Interrogating authenticity in a new world order

Cited by 13 publications

References 19 publications

The gaslighting of authentic leadership 2.0

The gaslighting of authentic leadership 2.0

The role of narcissism in entrepreneurial activity: a systematic literature review

Inquiry of the Practice of Leadership in Chengguan: A Study Based on the Ethnographic Research of Z City

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