Fostering the Implementation of Creative Ideas in Organizations
Edited by Miha Škerlavaj, Matej Černe, Anders Dysvik and Arne Carlsen
Chapter 11: Everything in moderation: authentic leadership, leader–member exchange and idea implementation
The notion of authenticity has deep roots, reaching back into the discourse of ancient Greek philosophers focused on their search of self-understanding (‘knowing thyself’) and being genuine (‘being true to thyself’). Scholarly research on the topic of authentic leadership, however, has flourished in the past decade or so, and a considerable amount of academic work has emerged during this period. After it had first gained popularity through practitioner books, some even best-sellers (for example, George, 2003; Cashman, 2008), scholars have listed numerous definitions and conceptualizations of authentic leadership (see Gardner et al., 2011 for a comprehensive review). As a result, the study of this leadership approach is currently somewhat fragmented (Sumanth and Hannah, 2014) and many open questions loom over the field (cf. Gardner et al., 2005, 2011). However, consistent across the majority of these perspectives is a focus on the enhancement and development of employees’ values, motives, emotions, and goals, and capitalizing on them for the benefit of the organization (Gardner et al., 2005). Consequently, many even consider authentic leadership foundational for any positive forms of leadership (May et al., 2003; Ilies et al., 2005).
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