Authentic Leadership: A Historical Perspective

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dc.contributor.authorMilorad M. Novicevic
dc.contributor.authorMichael G. Harvey
dc.contributor.authorM. Ronald
dc.contributor.authorJo Ann Brown-Radford
dc.date.accessioned2016-01-14T19:53:30Z
dc.date.accessioned2016-03-30T15:36:50Z
dc.date.available2016-01-14T19:53:30Z
dc.date.available2016-03-30T15:36:50Z
dc.date.issued2006-09-01
dc.description.abstractThe 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.description.peerreviewYesen_US
dc.description.peerreviewnoteshttps://us.sagepub.com/en-us/nam/manuscript-submission-guidelinesen_US
dc.identifier.citationNovicevic, 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: 10.1177/10717919070130010901en_US
dc.identifier.doi10.1177/10717919070130010901en_US
dc.identifier.urihttp://hdl.handle.net/11244/25290
dc.language.isoen_USen_US
dc.publisherJournal of Leadership & Organizational Studies
dc.rights.requestablefalseen_US
dc.titleAuthentic Leadership: A Historical Perspectiveen_US
dc.typeResearch Articleen_US

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