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.
Contributors: M. Alvesson, D. Atewologun, R. Bathurst, D.M. Boje,
T. Cain, B. Carroll, G. Caulat, J.B. Ciulla, C. Clarke, L. Darso,
C. Douglas, G. Eilam-Shamir, B.P. Ellen III, G.R. Ferris, D.
Fields, R. Gardiner, R. Goffee, K. Grint, Y. Han, N. Harre, D.
Heil, C.A. Helmuth, K.T. James, G. Jones, M. Julien, C. Kelliher,
D. Ladkin, D. McPhee, H. Nicholson, P.L. Perrewe, 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
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