Titlebook: Authentic Leadership and Followership; International Perspe Dorianne Cotter-Lockard Book 2018 The Editor(s) (if applicable) and The Author(

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書目名稱Authentic Leadership and Followership影響因子(影響力)




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書目名稱Authentic Leadership and Followership網(wǎng)絡(luò)公開度學(xué)科排名




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書目名稱Authentic Leadership and Followership被引頻次學(xué)科排名




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書目名稱Authentic Leadership and Followership讀者反饋




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VALID

輕打

Leader Self-Awareness and Follower Psychological Empowerment Across Culturesidual components of authentic leadership, first, by examining measurement invariance for leader self-awareness across ten national cultures, and second, by examining its relationship with follower psychological empowerment. Evidence for metric invariance was supported, but scalar invariance was not

該得

Follower Gender and Authentic Leadership: Perspectives from the Middle Eastp. The Middle East constitutes an interesting area to analyse gender-based perceptions due to relatively high gender inequality. Based on gender-identity theory, the authors argue that to acknowledge a leader as being authentic, women would value a leader’s interdependence while men prefer independe

Iatrogenic

Empathy as a Vehicle to Authentic Leadership and Followership in Latin America: A Practitioner Perspp and followership commitment, and the implications of national culture. The role of empathy is also explored regarding whether national culture influences the adoption of empathy, examining similarities and differences across Latin American country cultures. Initial findings suggest a relationship

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expansive

GIBE

The Role of Sociocultural Context in the Leader–Follower Relationship: An Analysis of Lee Kuan Yew’she characteristics underlying authentic transformational leadership have received attention, less emphasis has been placed on how and under what conditions transformational leadership achieves authenticity within the leader–follower relationship. Taking a case study approach, this chapter assesses L

chapel

The Transformational Influence of Authentic Leadership on Followers in Early Career Relationshipse managerial work relationships. The findings indicate that working for an authentic leader at an early career stage has a positive and enduring impact on followers’ own leadership identities and behavioural preferences throughout their ensuing employment. The study also identifies that, within thes

墻壁

Authentic Leadership, Embodied Leadership, and Followership from a Multi-cultural Perspectivee relationship between leadership, authentic leadership, embodied leadership, and followership after the technological revolution. Laban Movement Analysis, a nonverbal body–mind model, is applied to illustrate embodied leadership. The findings are that (1) leaders and followers are likely to be view