Journal article
Authentic leadership and eudaemonic well-being: Understanding leader–follower outcomes
The Leadership quarterly, Vol.16(3), pp.373-394
06/01/2005
DOI: 10.1016/j.leaqua.2005.03.002
Abstract
We sought to examine the concept of authentic leadership and discuss the influences of authenticity and authentic leadership on leader and follower eudaemonic well-being, as well as examine the processes through which these influences are realized. This was accomplished in four ways. First, we provide an ontological definition of authentic leadership, rooted in two distinct yet related philosophical approaches to human well-being: hedonism and eudaemonia. Second, we develop a multi-component model of authentic leadership based on recent theoretical developments in the area of authenticity. The resulting model consists of
self-awareness, unbiased processing, authentic behavior/acting and
authentic relational orientation. Third, we discuss the personal antecedents (leader characteristics) of authentic leadership as well as the outcomes of authentic leadership for both leaders and followers and examine the processes linking authentic leadership to its antecedents and outcomes. Fourth, we discuss the implications of this work for authentic leadership theory and then provide some practical implications for developing authentic leaders.
Details
- Title: Subtitle
- Authentic leadership and eudaemonic well-being: Understanding leader–follower outcomes
- Creators
- Remus Ilies - Michigan State UniversityFrederick P. Morgeson - Michigan State UniversityJennifer D. Nahrgang - Michigan State University
- Resource Type
- Journal article
- Publication Details
- The Leadership quarterly, Vol.16(3), pp.373-394
- Publisher
- Elsevier Inc
- DOI
- 10.1016/j.leaqua.2005.03.002
- ISSN
- 1048-9843
- eISSN
- 1873-3409
- Language
- English
- Date published
- 06/01/2005
- Academic Unit
- Management and Entrepreneurship
- Record Identifier
- 9984406150802771
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