Abstract
Purpose: This paper aims to summarise a new model of authentic leadership derived from research with senior leaders in the UK.
Design: The model was developed and tested using three independent samples;140 business leaders, 54 senior military officers with 390 independent raters and 303 business leaders.
Findings: a 15-item, self-report, three-component measure of authentic leadership was obtained from testing across samples. The three components measure an individual's capacity fo self-awareness, self-regulation and ethical behaviour.
Originality: The paper contributes to the authentic leadership literature through the creation of a short authentic leadership scale that could be used in leadership research and which simplifies and unifies previous conceptualisations of authentic leadership. The three-pillar model offers guidance to HR practitioners looking to design leadership development interventions.
Design: The model was developed and tested using three independent samples;140 business leaders, 54 senior military officers with 390 independent raters and 303 business leaders.
Findings: a 15-item, self-report, three-component measure of authentic leadership was obtained from testing across samples. The three components measure an individual's capacity fo self-awareness, self-regulation and ethical behaviour.
Originality: The paper contributes to the authentic leadership literature through the creation of a short authentic leadership scale that could be used in leadership research and which simplifies and unifies previous conceptualisations of authentic leadership. The three-pillar model offers guidance to HR practitioners looking to design leadership development interventions.
| Original language | English |
|---|---|
| Pages (from-to) | 94-99 |
| Number of pages | 6 |
| Journal | Strategic HR Review |
| Volume | 14 |
| Issue number | 3 |
| DOIs | |
| Publication status | Published - 8 Jun 2015 |