| dc.contributor.author | Milorad M. Novicevic | |
| dc.contributor.author | Michael G. Harvey | |
| dc.contributor.author | M. Ronald | |
| dc.contributor.author | Jo Ann Brown-Radford | |
| dc.date.accessioned | 2016-01-14T19:53:30Z | |
| dc.date.accessioned | 2016-03-30T15:36:50Z | |
| dc.date.available | 2016-01-14T19:53:30Z | |
| dc.date.available | 2016-03-30T15:36:50Z | |
| dc.date.issued | 2006-09-01 | |
| dc.identifier.citation | Novicevic, M. M., Harvey, M. G., Ronald, M., & Brown-Radford, J. A. (2006). Authentic Leadership: A Historical Perspective. Journal of Leadership & Organizational Studies, 13(1), 64-76. doi: 10.1177/10717919070130010901 | en_US |
| dc.identifier.uri | https://hdl.handle.net/11244/25290 | |
| dc.description.abstract | The purpose of this paper is to interpret the historical meanings conveyed by Barnard's classic works and use them for theorizing about authenticity of leaders in executive roles. Our analysis employs an interpretative logic for meanings of historical ideas proposed by Bevir. As an outcome of this analysis, we identify the conditions that contribute to the failure, crisis, tragedy, and/or success of leader authenticity. In addition, we discuss practical and research implications of the proposed framework. | en_US |
| dc.language.iso | en_US | en_US |
| dc.publisher | Journal of Leadership & Organizational Studies | |
| dc.title | Authentic Leadership: A Historical Perspective | en_US |
| dc.type | Research Article | en_US |
| dc.description.peerreview | Yes | en_US |
| dc.description.peerreviewnotes | https://us.sagepub.com/en-us/nam/manuscript-submission-guidelines | en_US |
| dc.identifier.doi | 10.1177/10717919070130010901 | en_US |
| dc.rights.requestable | false | en_US |
