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Authentic Leadership

Clashes, Convergences and Coalescences Edited by Donna Ladkin, Professor of Leadership and Ethics, Plymouth Graduate School of Management, UK and Chellie Spiller, University of Auckland Business School, New Zealand
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.
Extent: 352 pp
Hardback Price: £96.00 Web: £86.40
Publication Date: 2013
ISBN: 978 1 78100 637 5
Availability: In Stock
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  • Politics and Public Policy
  • Leadership
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.

What is authentic leadership? Does it require a leader to express his or her true self even if that true self is less than ‘wonderful’? How do followers know the difference between real and fake leaders anyway? What happens when cultural expectations of what constitutes authenticity clash? Can a leader be ‘authentic’ within virtual contexts? International scholars and practitioners from the fields of philosophy, sociology, psychology, leadership, business and the arts address these and other provocative questions, often with surprising results, in this cutting-edge update of the theory and practice of authentic leadership.

This book updates, critiques and extends the theory of authentic leadership in a way that will prove invaluable for academics and graduate students in leadership studies. Human resource practitioners or individuals who are responsible for leadership development within their organizations will also find plenty of invaluable information in this important book.
‘Congratulations! The authors have created a volume that goes beyond the platitudes and reductionism of most of the leadership literature. The heroic is put in its place as they show how leadership is a relationship and that meaning and social values such as authenticity emerge from that relationship and the context in which it occurs. This book is an important step in the direction of a more comprehensive understanding of leadership that can help to shape the future dialogue.’
– Russ Volckmann, Integral Leadership Review

‘Authentic leadership is far too important a construct to be consigned to the leadership buzzword scrapheap. This engaging collection not only provides a compelling critique of how this idea has been developed and applied to date but invites a broader and constructive engagement from leadership scholars who recognise leadership as a profoundly relational process. The editors are to be congratulated for crafting such a cogent and coherent collection of leadership essays.’
– Brad Jackson, The University of Auckland, New Zealand
Contributors: M. Alvesson, D. Atewologun, R. Bathurst, D.M. Boje, T. Cain, B. Carroll, G. Caulat, J.B. Ciulla, C. Clarke, L. Darsø, C. Douglas, G. Eilam-Shamir, B.P. Ellen III, G.R. Ferris, D. Fields, R. Gardiner, R. Goffee, K. Grint, Y. Han, N. Harré, D. Heil, C.A. Helmuth, K.T. James, G. Jones, M. Julien, C. Kelliher, D. Ladkin, D. McPhee, H. Nicholson, P.L. Perrewé, R. Saylors, D. Schedlitzki, B. Shamir, A. Sinclair, O. Smolovi? Jones, C. Spiller, R. Spiller, S. Sveningsson, S.S. Taylor, L. Wang, S. Wilson, B. Wright, L. Zander
Contents:

Foreword
Bruce J. Avolio

1. Introduction: Authentic Leadership: Clashes, Convergences and Coalescences
Donna Ladkin and Chellie Spiller

PART I: GROUNDINGS: HISTORIC, CRITICAL AND SUBJECTIVE PERSPECTIVES
2. Essay: Authentic Leadership and History
Owain Smolovi? Jones and Keith Grint

3. Essay: Authentic Leadership Critically Reviewed
Mats Alvesson and Stefan Sveningsson

4. Viewpoint: The Authentic Leader Reconsidered: Integrating the Marvellous, Mundane and Mendacious
Suze Wilson

5. Cameo: A Powerful Antidote: Hannah Arendt’s Concept of Uniqueness and the Discourse of Authentic Leadership
Rita Gardiner

6. Viewpoint: What ‘Selves’ is Authentic Leadership True To? A Heideggerian Contribution
Dominik Heil

PART II: BEING TRUE TO THE SELF: FIGMENTS, FRAGMENTS OR FACETS
7. Essay: Laboring under False Pretences? The Emotional Labor of Authentic Leadership
Caroline Clarke, Clare Kelliher and Doris Schedlitzki

8. Essay: Life Stories, Personal Ambitions and Authenticity: Can Leaders be Authentic Without Pursuing the ‘Higher Good’?
Galit Eilam-Shamir and Boas Shamir

9. Essay: Authentic Leadership: Demonstrating and Encouraging Three Ways of Knowing
Niki Harré

PART III: MARKERS: READING THE SIGNS OF AUTHENTIC LEADERSHIP
10. Essay: Followers’ Assessments of a Leader’s Authenticity: What Factors Affect How Others Deem a Leader to be Authentic?
Dail Fields

11. Essay: Searching for Mandela: The Saint as a Sinner Who Keeps on Trying
Joanne B. Ciulla

12. Essay: Authentic Leadership and the Status Trap
Steven S. Taylor

13. Viewpoint: Why Authenticity is Most Critical in the Virtual Space
Ghislaine Caulat

PART IV: RELATIONAL SPACES: COMING INTO AUTHENTICITY THROUGH OTHERS
14. Essay: From Authenticity to Communitas: An Ecology of Leadership
Ralph Bathurst and Trudie Cain

15. Cameo: Authentic Followership in the Knowledge Economy
Rob Goffee and Gareth Jones

16. Viewpoint: Responsible Investment and Authentic Leadership
Rodger Spiller

17. Viewpoint: Authentic and Political Leadership: Opposite Ends of the Same Continuum?
B. Parker Ellen III, Ceasar Douglas, Gerald R. Ferris and Pamela L. Perrewé

PART V: AUTHENTICITY AT THE INTERSECTIONS OF IDENTITY AND INSTITUTIONS
18. Essay: Can I Really be Me? The Challenges for Women Leaders Constructing Authenticity
Amanda Sinclair

19. Cameo: Developing Authentic Leadership as a Racial Minority
Doyin Atewologun

20. Cameo: The Challenge for Authentic Leadership in Multi-cultural Settings
Lake Wang and Kim Turnbull James

21. Cameo: Authentic Canadian Aboriginal Leadership: Living by the Circle
Mark Julien, Barry Wright and Deborah McPhee

22. Viewpoint: Institutional Ethics and the Spirit of Chinese Business Leaders
Yi Han

PART VI: DEVELOPING AUTHENTIC LEADERS
23. Cameo: Spinning Authentic Leadership Living Stories of the Self
David M. Boje, Catherine A. Helmuth and Rohny Saylors

24. Viewpoint: An Authentic Jerk. Authentic Leadership Can be Bad Leadership
Lauren Zander

25. Cameo: Developing Authentic, Innovative Leaders
Lotte Darsø

26. Essay: So You Want to be Authentic in Your Leadership: To Whom and for What End?
Helen Nicholson and Brigid Carroll

Index