Findings showed that leaders who possess self-understanding grounded in core values, make decisions and behave in ways that demonstrate their self-understandings, and form relationships with followers that build trust through their authenticity promote positive cultures in their organizations and lead with greater conviction.
📌 3 Maddede Bu Makale
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Amaç & Hipotez:This qualitative study was undertaken as part of the ISLDN global study of social justice leaders, focused on the leadership stories of the respondent.
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Temel Bulgular & Veri:This study is framed in authentic leadership and examined the leader’s self-awareness, authentic behaviors, and relationships, which both communicated and solidified the authenticity of the leader.
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Sonuç & Katkı:Findings showed that leaders who possess self-understanding grounded in core values, make decisions and behave in ways that demonstrate their self-understandings, and form relationships with followers that build trust through their authenticity promote positive cultures in their organizations and lead with greater conviction.
🔬Tür:Araştırma Makalesi
📍Kapsam:Genişletilmiş Akademik Örneklem
⚙️Değişkenler:Authentic Leadership · Novice principal · Leadership story
Abstract
This qualitative study was undertaken as part of the ISLDN global study of social justice leaders, focused on the leadership stories of the respondent. This study is framed in authentic leadership and examined the leader’s self-awareness, authentic behaviors, and relationships, which both communicated and solidified the authenticity of the leader. Data were collected, then analyzed through the lens of the leader’s story which formed her way of leading. Findings showed that leaders who possess self-understanding grounded in core values, make decisions and behave in ways that demonstrate their self-understandings, and form relationships with followers that build trust through their authenticity promote positive cultures in their organizations and lead with greater conviction.
ANGELLE, P. S. (2017). Leading Authentically: A New Principal in Challenging Circumstances. Research in Educational Administration and Leadership (REAL), Cilt: 2 - Sayı: 1, 10–27. https://ajindex.com/articles/139160
Avolio, B. J. (2010). Pursuing authentic leadership development. In N. Nohria& R. Khurana (Eds.) Handbook of leadership theory and practice, (pp.739-768).
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Cooper, C. D., Scandura, T. A., & Schriesheim, C. A. (2005). Looking forward but learning from our past: Potential challenges to developing authentic leadership theory and authentic leaders. The Leadership Quarterly, 16(3), 475-493.
Gardner, W. L., Cogliser, C. C., Davis, K. M., & Dickens, M. P. (2011). Authentic leadership: A review of the literature and research agenda. The Leadership Quarterly, 22(6), 1120-1145.