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  • AL SI editorial AAM 140221

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

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Leadership Special Issue: Do we need Authentic Leadership? Interrogating authenticity in a new world order. / Iszatt-White, Marian; Carroll, Brigid ; Gardiner, Rita ; Kempster, Steve.

In: Leadership, Vol. 17, No. 4, 01.08.2021, p. 389-394.

Research output: Contribution to Journal/MagazineEditorialpeer-review

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@article{746e5c4c349d49068d786109e2d6828d,
title = "Leadership Special Issue: Do we need Authentic Leadership?: Interrogating authenticity in a new world order",
abstract = "Claimed it as the {\textquoteleft}root construct{\textquoteright} (Avolio and Gardner, 2005) for other forms of {\textquoteleft}aspirational{\textquoteright} leadership with underpinnings in positive psychology, and explicitly positioned as a response to the {\textquoteleft}ethical corporate meltdown{\textquoteright} (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 {\textquoteleft}true self{\textquoteright} 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{\textquoteright}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 {\textquoteleft}Leading Questions{\textquoteright} thought pieces to offer a fundamental interrogation of authenticity at the same time as achieving a balance of perspectives. ",
keywords = "Special issue, Leadership, Editorial, Leading questions, Authentic leadership, Authenticity",
author = "Marian Iszatt-White and Brigid Carroll and Rita Gardiner and Steve Kempster",
note = "The final, definitive version of this article has been published in the Journal, Leadership, 17 (4), 2021, {\textcopyright} 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/",
year = "2021",
month = aug,
day = "1",
doi = "10.1177/17427150211000153",
language = "English",
volume = "17",
pages = "389--394",
journal = "Leadership",
issn = "1742-7150",
publisher = "SAGE PUBLICATIONS INC",
number = "4",

}

RIS

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 -