Clashes, Convergences and Coalescences
Edited by Donna Ladkin and Chellie Spiller
The majority of authentic leadership literature focuses on the individual leader. However, the authors in this volume expertly focus on the premise that leadership is a relational phenomenon and not something that can be distilled down to the actions of one leader, be they authentic or not.
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- Authentic Leadership
- Foreword: some transparent reflections on authentic leadership theory and research
- Chapter 1: Introduction: authentic leadership: clashes, convergences and coalescences
- Chapter 2: Essay: authentic leadership and history
- Chapter 3: Essay: authentic leadership critically reviewed
- Chapter 4: Viewpoint: the authentic leader reconsidered: integrating the marvellous, mundane and mendacious
- Chapter 5: Cameo: a powerful antidote: Hannah Arendt’s concept of uniqueness and the discourse of authentic leadership
- Chapter 6: Viewpoint: what ‘selves’ is authentic leadership true to? A Heideggerian contribution
- Chapter 7: Essay: laboring under false pretences? The emotional labor of authentic leadership
- Chapter 8: Essay: life stories, personal ambitions and authenticity: can leaders be authentic without pursuing the ‘higher good’?
- Chapter 9: Essay: authentic leadership: demonstrating and encouraging three ways of knowing
- Chapter 10: Essay: followers’ assessments of a leader’s authenticity: what factors affect how others deem a leader to be authentic?
- Chapter 11: Essay: searching for Mandela: the saint as a sinner who keeps on trying
- Chapter 12: Essay: authentic leadership and the status trap
- Chapter 13: Viewpoint: why authenticity is most critical in the virtual space
- Chapter 14: Essay: from authenticity to communitas: an ecology of leadership
- Chapter 15: Cameo: authentic followership in the knowledge economy
- Chapter 16: Viewpoint: responsible investment and authentic leadership
- Chapter 17: Viewpoint: authentic and political leadership: opposite ends of the same continuum?
- Chapter 18: Essay: can I really be me? The challenges for women leaders constructing authenticity
- Chapter 19: Cameo: developing authentic leadership as a racial minority
- Chapter 20: Cameo: the challenge for authentic leadership in multi-cultural settings
- Chapter 21: Cameo: authentic Canadian Aboriginal leadership: living by the circle
- Chapter 22: Viewpoint: institutional ethics and the spirit of Chinese business leaders
- Chapter 23: Cameo: spinning authentic leadership living stories of the self
- Chapter 24: Viewpoint: an authentic jerk. Authentic leadership can be bad leadership
- Chapter 25: Cameo: developing authentic, innovative leaders
- Chapter 26: Essay: so you want to be authentic in your leadership: to whom and for what end?
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