Rights statement: The final, definitive version of this article has been published in the Journal, Leadership, 17 (4), 2021, © SAGE Publications Ltd, 2021 by SAGE Publications Ltd at the Leadership page: https://journals.sagepub.com/home/lea on SAGE Journals Online: http://journals.sagepub.com/
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Final published version
Research output: Contribution to Journal/Magazine › Editorial › peer-review
Research output: Contribution to Journal/Magazine › Editorial › peer-review
}
TY - JOUR
T1 - Leadership Special Issue: Do we need Authentic Leadership?
T2 - Interrogating authenticity in a new world order
AU - Iszatt-White, Marian
AU - Carroll, Brigid
AU - Gardiner, Rita
AU - Kempster, Steve
N1 - The final, definitive version of this article has been published in the Journal, Leadership, 17 (4), 2021, © SAGE Publications Ltd, 2021 by SAGE Publications Ltd at the Leadership page: https://journals.sagepub.com/home/lea on SAGE Journals Online: http://journals.sagepub.com/
PY - 2021/8/1
Y1 - 2021/8/1
N2 - Claimed it as the ‘root construct’ (Avolio and Gardner, 2005) for other forms of ‘aspirational’ leadership with underpinnings in positive psychology, and explicitly positioned as a response to the ‘ethical corporate meltdown’ (May et al, 2003: 247) said to have resulted from previous forms of leadership, Authentic Leadership (AL) has struggled to live up to its acknowledged functionalist and instrumentalist aims. At the same time, it has proved resistant to important philosophical challenges seeking to problematize the nature of the ‘true self’ and draw attention to the complexities of enacting authenticity in the daily practice of leadership. These ambitious claims and unaddressed issues are at the heart of this special issue’s enquiry as to whether AL is fit for purpose as a driver of leadership theory and practice in the current world order, and its call for more critical attention to be paid to the notion of authenticity in leadership. The contributions to this special issue blend traditional, empirical papers with invited ‘Leading Questions’ thought pieces to offer a fundamental interrogation of authenticity at the same time as achieving a balance of perspectives.
AB - Claimed it as the ‘root construct’ (Avolio and Gardner, 2005) for other forms of ‘aspirational’ leadership with underpinnings in positive psychology, and explicitly positioned as a response to the ‘ethical corporate meltdown’ (May et al, 2003: 247) said to have resulted from previous forms of leadership, Authentic Leadership (AL) has struggled to live up to its acknowledged functionalist and instrumentalist aims. At the same time, it has proved resistant to important philosophical challenges seeking to problematize the nature of the ‘true self’ and draw attention to the complexities of enacting authenticity in the daily practice of leadership. These ambitious claims and unaddressed issues are at the heart of this special issue’s enquiry as to whether AL is fit for purpose as a driver of leadership theory and practice in the current world order, and its call for more critical attention to be paid to the notion of authenticity in leadership. The contributions to this special issue blend traditional, empirical papers with invited ‘Leading Questions’ thought pieces to offer a fundamental interrogation of authenticity at the same time as achieving a balance of perspectives.
KW - Special issue
KW - Leadership
KW - Editorial
KW - Leading questions
KW - Authentic leadership
KW - Authenticity
U2 - 10.1177/17427150211000153
DO - 10.1177/17427150211000153
M3 - Editorial
VL - 17
SP - 389
EP - 394
JO - Leadership
JF - Leadership
SN - 1742-7150
IS - 4
ER -