Use this URL to cite or link to this record in EThOS: http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.606330
Title: A new theory driven model of authentic leadership
Author: Beddoes-Jones, Fiona
Awarding Body: University of Hull
Current Institution: University of Hull
Date of Award: 2013
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Abstract:
In recent years, the concept of Authentic Leadership has become an important area of interest and study, encompassing, as it does, personal beliefs and values and how they are aligned and lived in one’s everyday leadership experience, (Cooper et al. 2005; Avolio & Gardner, 2005; Luthans & Avolio, 2003). However, whilst the literature surrounding it is ever-increasing, the concept and construct of Authentic Leadership is fragmented; complicated by different theorists’ perspectives and compounded by a lack of empirical research, particularly within the UK, (Gardner et al. 2011). Based on Novicevic et al.’s (2006) conceptualization, differentiating Authentic Leadership between its psychological and philosophical components, this research presents a new theoretical model of Authentic Leadership. A 4-factor model was developed and empirically tested using a classic psychometric approach, (Nunnally, 1978; Kline, 1979), and a 360° feedback design, as leaders have been shown to over-estimate their self-reported scores compared to subordinate and peer feedback ratings, (Atkins & Wood, 2002). Critically, the model was developed and tested using real leaders rather than students, who are generally more accessible to researchers, (Lagan, 2007). It is hypothesized that the resulting model and statistical data may therefore have greater validity and applied relevance than other comparative research in the field completed utilizing student populations with little or no, real-world leadership experience. Three UK leadership populations were employed: two business leader samples and, for the validation study, senior serving Royal Air Force officers. A 3-factor model emerged which both simplifies and unifies previous theoretical conceptualisations of Authentic Leadership. Whilst not a direct part of the research study, the author suggests that potentially, all modern leadership failures may be traced back to a deficiency in any one of these 3 ‘Pillars’ of Authentic Leadership: Self-Awareness, Self-Regulation or Ethics. Implications for Authentic Leadership Development are identified and some suggestions for future research into the field made.
Supervisor: Armstrong, Steven J. ; Swailes, Stephen Sponsor: Not available
Qualification Name: Thesis (Ph.D.) Qualification Level: Doctoral
EThOS ID: uk.bl.ethos.606330  DOI: Not available
Keywords: Business
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