Authentic Leadership Projects
Leader Exemplification and Ethical Conduct: Effects on Perceived Authenticity, Trust, Advocacy and Cynicism
An experiment using on-line text videos of leader speeches to explore how violations of trust impact followers' perceptions of leader authenticity, trust in the leader, organizational advocacy, and employee cynicism.
Local Collaborators: William Gardner, Adam Bailey
Distant Collaborators:
Bruce Avolio, Adrian Chan, Rachel Clapp, Ketan Mhatre - UNL
Larry Hughes - Fort Lewis College
Authentic Leadership: Development and Validity Analysis of a Multidimensional Theory-Based Measure
Development and assessment of a theory-based multidimensional measure of authentic leadership (ALS), using four separate samples- two from university settings and two from field settings.
Local Collaborators: William Gardner
Distant Collaborators:
Bruce Avolio, Tara Wersing - UNL
Suzanne Peterson, Fred Walumbwa - Arizona State
Virtual Authenticity: Can You See the Real Me, Virtually?
An empirical paper exploring authentic leader emergence and its relationship with individual and team performance in virtual teams.
Local Collaborators: Claudia Cogliser, William Gardner, Chris Borberg
Distant Collaborators:
Mark Gavin - Oklahoma State
Anson Seers - Virginia Commonwealth
The Impact of Organizational Shocks on Ethical Behavior in Organizations: The Mediating Role of Authentic Leadership in the Accounting Profession
Advances a conceptual model of the mediating role of authentic leadership on ethical behavior in response to organizational shocks. An exploratory study of the model's predictions is conducted using content analysis of corporate web sites to examine potential effects of the Sarbanes-Oxley Act on reports of authentic leadership and ethical conduct in organizations.
Local Collaborators: Claudia Cogliser
Distant Collaborators: Ann Margo - University of Oklahoma