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

古文字學(xué)

Jens H?lscher (Reader in Economics)n’s cultural climate impacts organisational culture and the structure of leader–follower interaction, and (3) the cultural climate can limit or prevent the adaptation of a minimal hierarchical (horizontal) structure.

玩笑

Jens H?lscher (Reader in Economics)eated, but not to the fullest extent possible. Authentic leadership did not affect the extent to which participants cheated. These results held when moderating variables were tested (e.g., cheating norm, victimization). Hence, the findings do not support the notion that a short-term authentic leadership intervention attenuates cheating.

uveitis

https://doi.org/10.1057/9780230374478ership and various observations of its impact on followers, integrating the existential perspective to respond to continuing concerns regarding coherence between authentic leadership and the concept from which it is derived, namely authenticity.

走調(diào)

conceal

Leader Self-Awareness and Follower Psychological Empowerment Across Culturess is not an apples-to-apples comparison. A positive relationship between leader self-awareness and follower empowerment was significant at the individual and work unit levels, and there were significance differences in effect sizes for some countries compared to the United States.

Coeval

Interlocking

Empathy as a Vehicle to Authentic Leadership and Followership in Latin America: A Practitioner Perspch appear to favorably influence the bond between leader and follower, follower engagement and productivity, and follower commitment to the organization and leader. This chapter indicates that empathy results in a leadership advantage.

intrude

The Role of Workplace Authentic Leadership on Followership Behaviour and Psychological Capital in a dicating that leaders had an impact on the development of their followers’ hope, optimism, resilience, and self-efficacy. Cultural differences and traditional ways of thinking in the South African context were found to influence the popularity and experience of authentic leadership.

apiary

A Model for Positive Leadership in Argentinean Firmsr proposes a model of positive leadership, tailored to the Argentinean context. The model uses identification as a key mechanism that binds authentic leadership, organisational identity, and broader organisational constructs such as climate, culture, and justice, into three spheres of virtue.

glomeruli