ISSN:
0025-1747
Source:
Emerald Fulltext Archive Database 1994-2005
Topics:
Economics
Notes:
Purpose - The purpose of this paper is to reacquaint researchers and practitioners with Barnard's contributions to understanding of the moral conditions that underlie the authenticity of organizational leadership. Design/methodology/approach - The paper identifies Barnard's insights on leadership and uses them as inputs to theorizing about authentic leadership. Findings - As an outcome of theorizing, the paper identifies the conditions that are likely to lead to inauthentic, pseudo-authentic or authentic leader behavior. Research limitations/implications - Examining authentic leadership from a historical perspective can open promising avenues for future research. Practical implications - Leadership development programs should incorporate concepts of responsibility and conflicts of responsibility in order to provide executives with the knowledge base required for ethical decision making. Originality/value - By placing contemporary discussion of authentic leadership in its proper historical context, scholars can draw on a wealth of existing theory to advance the study of authentic leadership.
Type of Medium:
Electronic Resource
URL:
http://dx.doi.org/10.1108/00251740510634930
