These four scales loaded on a higher-order factor
labeled authentic leadership that was discriminantly
valid from measures of transformational
leadership (e.g., Avolio 1999) and ethical
leadership (e.g., Brown et al. 2005) and was a
significant and positive predictor of organizational
citizenship behavior, organizational commitment,
and satisfaction with supervisor and
performance.
Future Focus Required
Work on defining and measuring authentic
leadership is in the very early stages of development.
Future research will need to offer
additional evidence for the construct validity
of this measure or other measures, and
it will also need to demonstrate how authentic
leadership relates to other constructs within its
nomological network. This would include constructs
such as moral perspective, self-concept
clarity, well-being, spirituality, and judgment.
Moreover, there is a need to examine how authentic
leadership is viewed across situations
and cultures and whether it is a universally
prescribed positive root construct—meaning
it represents the base of good leadership regardless
of form, e.g., participative, directive,
or inspiring. In the next section, we turn our
attention to the second major focus on authentic
leadership, which incorporates the term
development.
AUTHENTIC LEADERSHIP
DEVELOPMENT
Up until very recently, one would be hardpressed
to find in the leadership literature
a general model of leadership development
(Luthans & Avolio 2003). Even more difficult to
find is evidence-based leadership development.
Specifically, what evidence is there to support
whether leaders or leadership can be developed
using one or more specific theories of leadership?
This question led to a concerted effort to
explore what was known about whether leaders
are born or made, as well as the efficacy of
leadership interventions.
These four scales loaded on a higher-order factorlabeled authentic leadership that was discriminantlyvalid from measures of transformationalleadership (e.g., Avolio 1999) and ethicalleadership (e.g., Brown et al. 2005) and was asignificant and positive predictor of organizationalcitizenship behavior, organizational commitment,and satisfaction with supervisor andperformance.Future Focus RequiredWork on defining and measuring authenticleadership is in the very early stages of development.Future research will need to offeradditional evidence for the construct validityof this measure or other measures, andit will also need to demonstrate how authenticleadership relates to other constructs within itsnomological network. This would include constructssuch as moral perspective, self-conceptclarity, well-being, spirituality, and judgment.Moreover, there is a need to examine how authenticleadership is viewed across situationsand cultures and whether it is a universallyprescribed positive root construct—meaningit represents the base of good leadership regardlessof form, e.g., participative, directive,or inspiring. In the next section, we turn ourattention to the second major focus on authenticleadership, which incorporates the termdevelopment.AUTHENTIC LEADERSHIPDEVELOPMENTUp until very recently, one would be hardpressedto find in the leadership literaturea general model of leadership development(Luthans & Avolio 2003). Even more difficult to
find is evidence-based leadership development.
Specifically, what evidence is there to support
whether leaders or leadership can be developed
using one or more specific theories of leadership?
This question led to a concerted effort to
explore what was known about whether leaders
are born or made, as well as the efficacy of
leadership interventions.
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