ISSN: 2226-3624
Open access
In recent years, there has been a renewed and growing interest among researchers in exploring the essence of authentic leadership. Among the vast body of leadership literature, three pioneering models that are frequently discussed are the model by Kernis (2003), the model by George (2004), the model by Ilies et al. (2005) and the model by Walumbwa et al. (2008). In order to gain a deeper and more detailed understanding of the developmental process and cultivation of authentic leadership, this article will proceed to analyse and compare these models in greater depth, identify the strengths and weaknesses of each of them, and analyse the specific elements that authentic leadership encompasses. In conclusion, the article posits that the connotations and elements inherent to the models of authentic leadership have been subjected to continuous correction, expansion, and refinement in accordance with the characteristics exhibited by leaders across different historical periods. Furthermore, it asserts that there is no definitive definition of the theory of authentic leadership, which will continue to undergo further research in the future.
Kernis, M. H. (2003). Toward a Conceptualization of Optimal Self-Esteem Toward a Conceptualization of Optimal Self-Esteem. Psychological Inquiry, 14(1), 1–26. https://doi.org/10.1207/S15327965PLI1401
George, B. (2004). The journey to authenticity. Leader to Leader, 2004(31), 29–35. https://doi.org/10.1002/ltl.60
Ilies, R., Morgeson, F., & Nahrgang, J. (2005). Authentic leadership and eudaemonic well-being: Understanding leader–follower outcomes. The Leadership Quarterly, 16(3), 373-394. https://doi.org/10.1016/j.leaqua.2005.03.002
Walumbwa, F., Avolio, B., Gardner, W., Wernsing, T., & Peterson, S. (2008). Authentic Leadership: Development and Validation of a Theory-Based Measure†. Journal Of Management, 34(1), 89-126. https://doi.org/10.1177/0149206307308913
Avolio, B., & Gardner, W. (2005). Authentic leadership development: Getting to the root of positive forms of leadership. The Leadership Quarterly, 16(3), 315-338. https://doi.org/10.1016/j.leaqua.2005.03.001
Gardner, W., Cogliser, C., Davis, K., & Dickens, M. (2011). Authentic leadership: A review of the literature and research agenda. The Leadership Quarterly, 22(6), 1120-1145. https://doi.org/10.1016/j.leaqua.2011.09.007
Nikolic, G., Kvasic, S. G., & Grbic, L. (2022). The development of authentic leadership theory. In PAR International Scientific and Professional Leadership Conference High Impact Leadership.
Hannah, S. T., Lester, P. B., & Vogelgesang, G. R. (2005). Moral leadership: Explicating the moral component of authentic leadership. Authentic leadership theory and practice: Origins, effects and development, 3, 43-81.
Avolio, B., & Gardner, W. (2005). Authentic leadership development: Getting to the root of positive forms of leadership. The Leadership Quarterly, 16(3), 315-338. https://doi.org/10.1016/j.leaqua.2005.03.001
Karadag, E., & Oztekin-Bayir, O. (2018). The effect of authentic leadership on school culture: A structural equation model. IJELM, 6(1), 40-75. doi:10.17853/ijelm.2018.2858
(Jiewen et al., 2024)
Jiewen, X., The, J. B. A., & Xiaoyang, L. (2024). A Comprehensive Review of Authentic Leadership Models. International Journal of Academic Research in Economics and Management and Sciences, 13(3), 21–30.
Copyright: © 2024 The Author(s)
Published by HRMARS (www.hrmars.com)
This article is published under the Creative Commons Attribution (CC BY 4.0) license. Anyone may reproduce, distribute, translate and create derivative works of this article (for both commercial and non-commercial purposes), subject to full attribution to the original publication and authors. The full terms of this license may be seenavc at: http://creativecommons.org/licences/by/4.0/legalcode