Radical Authentic Leadership: Co-creating the conditions under which all members of the organization can be authentic

Algera, Puck; Lips‐Wiersma, Marjolein

doi:10.1016/j.leaqua.2011.11.010

Cited by 147 publications

(149 citation statements)

References 36 publications

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“…It has been demonstrated that through these relational processes (e.g., leader-member exchange, trust) authentic leadership fosters followers' psychological capital (Wang et al, 2014) and gives others voice in decision processes (Hsiung, 2012). Further, close relationships with authentic leaders promote follower authenticity (Algera and Lips-Wiersma, 2012). For example, Yagil and Medler-Liraz (2014) found that authentic leadership mitigated followers' concerns about negative consequences of authentic emotional expressions.…”

Section: Crossover Of Work-life Balance Perceptions 11mentioning

confidence: 99%

Crossover of Work–Life Balance Perceptions: Does Authentic Leadership Matter?

2016

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The full-text may be used and/or reproduced, and given to third parties in any format or medium, without prior permission or charge, for personal research or study, educational, or not-for-prot purposes provided that:• a full bibliographic reference is made to the original source • a link is made to the metadata record in DRO • the full-text is not changed in any way The full-text must not be sold in any format or medium without the formal permission of the copyright holders.Please consult the full DRO policy for further details. AbstractThis research contributes to an improved understanding of authentic leadership at the work-life interface. We build on conservation of resources theory to develop a leader-follower crossover model of the impact of authentic leadership on followers' job satisfaction through leaders' and followers' work-life balance. The model integrates authentic leadership and crossover literatures to suggest that followers perceive authentic leaders to better balance their professional and private lives, which in turn enables followers to achieve a positive work-life balance, and ultimately makes them more satisfied in their jobs. Data from working adults collected in a correlational field study (N = 121) and an experimental study (N = 154) generally supported indirect effects linking authentic leadership to job satisfaction through work-life balance perceptions. However, both studies highlighted the relevance of followers' own work-life balance as a mediator more so than the sequence of leaders' and followers' work-life balance.We discuss theoretical implications of these findings from a conservation of resources perspective, and emphasize how authentic leadership represents an organizational resource at the work-life interface. We also suggest practical implications of developing authentic leadership in organizations to promote employees' well-being as well as avenues for future research.

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Section: Crossover Of Work-life Balance Perceptions 11mentioning

confidence: 99%

Crossover of Work–Life Balance Perceptions: Does Authentic Leadership Matter?

2016

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“…Elsewhere, it has been suggested that, in terms of theorization of the individual in an organization, a potential way forward is through an approach that builds on existentialist theory (Algera & Lips-Wiersma, 2012;Lecoure & Mills, 2008;Lips-Wiersma, Lund Dean, & Fornaciari 2009;MacMillan, Yue, & Mills, 2012). In this paper, we lay out some of the key arguments for an existential turn in WPS.…”

Section: Introductionmentioning

confidence: 99%

Understanding the Basic Assumptions About Human Nature in Workplace Spirituality

Lips‐Wiersma

Mills

2013

Journal of Management Inquiry

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The very existence of workplace spirituality (WPS) is based on distinct assumptions about what it is to be human. However, to date, WPS has largely ignored ontological and epistemological roots that underpin how we theorize the person in management. This leaves WPS without a sound and distinct theoretical base. To address this important lacuna, we argue for a turn to existentialism, which, with its focus on the essence of the self, offers the opportunity to address this lacuna. We base our arguments on the analysis of a grounded theory study of spiritual retreats in a tertiary education institute in which participants attempted to (re)gain a sense of self. After analyzing the results through contrasting positive and critical approaches to WPS, we make our case for an existential approach to workplace spirituality.

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“…Although two recent studies have addressed followers' authenticity (Hsiung, 2012;Leroy, Anseel, Gardner, & Sels, 2012) more attention should be paid to authentic followership and to authentic leader-follower relationships (Algera & Lips-Wiersma, 2012;Gardner, Avolio, Luthans, May, & Walumbwa, 2005, Gardner et al, 2011.…”

Section: Introductionmentioning

confidence: 99%

“…Some inauthenticity is prevalent in all organizational relationships (Algera & Lips-Wiersma, 2012), but employees in particular feel the need to inhibit their self-expression and engage in impression management when interacting with their leader or with customers. In these contexts there are high potential costs of expressing one's true self and deviating 1 University of Haifa, Haifa, Israel 2 Academic College of Tel-Aviv-Yaffo, Tel Aviv, Israel from organizational standards and norms (Diefendorff & Greguras, 2009;Hochschild, 1983).…”

Section: Introductionmentioning

confidence: 99%

Feel Free, Be Yourself

Yagil

Medler-Liraz

2013

Journal of Leadership & Organizational Studies

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Authenticity is a relational construct, but research to date has largely overlooked the relationship between authentic leadership and follower authenticity. In our first study, comprising 162 leader-follower dyads, we examined the conditions that enhance followers' authenticity in regard to the leader. We found that deviations from prototypical leader emotions (e.g., shame) reinforce the relationship between authentic leadership and employees' unbiased self-presentation. Contrary to predictions, no such effect was found for followers' ingratiation. Our second study examined the generalization of the effect of authentic leadership to the service context, in which authentic self-expression is inhibited by organizational display rules. This diary study of 380 service employees' emotional experiences and authenticity in service encounters found that authentic leadership reinforced the relationship of employees' positive emotions with authentic self-expression.

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Radical Authentic Leadership: Co-creating the conditions under which all members of the organization can be authentic

Cited by 147 publications

References 36 publications

Crossover of Work–Life Balance Perceptions: Does Authentic Leadership Matter?

Crossover of Work–Life Balance Perceptions: Does Authentic Leadership Matter?

Understanding the Basic Assumptions About Human Nature in Workplace Spirituality

Feel Free, Be Yourself

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