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1 – 2 of 2Dennis P. Sakalauskas and George S. Terry
This chapter provides personal – co-autoethnographic – reflections on the concept of authentic leadership from authors' professional and life experiences, synthesising factors…
Abstract
This chapter provides personal – co-autoethnographic – reflections on the concept of authentic leadership from authors' professional and life experiences, synthesising factors that could be applied to a hypothetical leader. The authors come from Fortune 500 businesses, entrepreneurship start-ups and the research- and teaching-focused sphere of academia. While they recognise the foundation of authentic leadership, they see trends in the unspoken doctrines – primarily quantitative, positivistic and overly optimistic biases – to be factors hindering its development. The authors discuss practical and theoretical limitations of authentic leadership and suggest these provide the basis for research to develop an understanding of authenticity in leadership.
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