Friend or fiend? An interpretative phenomenological analysis of moral and relational orientation in authentic leadership
Datos Bibliográficos
| ID | 12883144 |
|---|---|
| Autores | Kim Bradley-Cole (0000-0003-0853-6080, University of Winchester, autor de correspondencia) |
| Año | 2021 |
| Volumen | 17 |
| Número | 4 |
| Páginas | 401-420 |
| Fecha de publicación | 2021-05-14 |
| Open Access | Sí |
| Tipo | ARTICLE |
| Revista | Leadership (JOURNAL) |
| Identificadores de la revista | ISSN: 1742-7150 • E-ISSN: 1742-7169 |
| Editorial | SAGE Publishing (PUBLISHER • US) |
| DOI | 10.1177/17427150211016163 |
| OpenAlex | W3163311274 |
| Idioma | EN |
| Citas recibidas | 6 |
| Referencias citadas | 58 |
Authentic leadership has been developed with insufficient empirical challenge to its definitional components, and alternative conceptualizations have largely been ignored. The theory remains heavily criticized and its distinctiveness from other higher-purpose leadership theories remains in doubt, leading to a circular debate as to its usefulness in practice. In response to the call to return to the definitional drawing table, this article presents the findings of an interpretative phenomenological study that reimagines authentic leadership as a two-component moral and relational model that is closer to Heidegger’s notions of ‘being true’ and ‘care’. The study inductively explores how leaders themselves make sense of authenticity in practice, when it is enacted by their own leaders within the social exchange relationship. It richly describes how managers perceive and attribute authenticity to their leaders within the lived experience of contemporary work. The study also identifies that working for a leader who is perceived as authentic feels like a friendship and is beneficial to followers’ own psychological experience of work, facilitates their own authentic expression and is worthy of retention as a distinct leadership theory that explains how performance is enabled within proximal leader relationships
Aesthetics · Authentic leadership · Epistemology · Friendship · Identity (music · Interpretative phenomenological analysis · Leadership studies · Leadership style · Optimal distinctiveness theory · Qualitative research · Social science · Sociology · Management and Organizational Studies · Management Theory and Practice · Psychology · Social Psychology · Workplace Spirituality and Leadership
Análise fenomenológica interpretativa nas pesquisas em administração
The vertical and horizontal dimensions in the social construction of leadership
Reconstructing authenticity through a multi-paradigmatic umbrella
The gaslighting of authentic leadership
Actions are authentic, but are leaders? A reconceptualization of authenticity and leadership practice
Leadership and the ethics of hope
Leadership and performance beyond expectations
Sensemaking in organizations
Target Article
The essential moral self
Value Judgments and the True Self
Authentic leadership promoting employees' psychological capital and creativity
Authentic Leadership and Behavioral Integrity as Drivers of Follower Commitment and Performance
Moral Person and Moral Manager
Authentic Leadership
Authentic leadership theory
Existential choices
Interpretative Phenomenological Analysis
Achieving relational authenticity in leadership
Authenticity in leadership
The impossibility of the ‘true self’ of authentic leadership
Paradoxes of authentic leadership
Papering the Cracks with Discourse
Theorizing leadership authenticity
Authentic leadership as a pathway to positive health
Consumer Perceptions of Iconicity and Indexicality and Their Influence on Assessments of Authentic Market Offerings
Understanding the Key Tenets of Heidegger's Philosophy for Interpretive Phenomenological Research
| Citas por año | 1,5 |
|---|---|
| Intervalo de citas | 2022 - 2024 (3) |
| Altamente citado | No |