Authentic leadership: A new theory for nursing or back to basics?

Journal of Health, Organisation and Management

Volumn 23, Issue 5, 2009, Pages 522-538

  Wong, Carol ^a   Cummings, Greta ^b  

^a UNIVERSITY OF WESTERN ONTARIO   (Canada)

^b UNIVERSITY OF ALBERTA   (Canada)

Author keywords

Conditions of employment; Employees involvement; Health services; Leadership; Nursing

Indexed keywords

EID: 70350328435     PISSN: 14777266     EISSN: None     Source Type: Journal    
DOI: 10.1108/14777260910984014     Document Type: Article

References (79)

1. American Association of Critical-Care Nurses (2005), 2005 AACN Standards for Establishing and Sustaining Healthy Work Environments: A Journey to Excellence, American Association of Critical-Care Nurses, Aliso Viejo, CA, available at: www.aacn.org/AACN/pubpolcy.nsf/?vwdoc/workenv (accessed December 12, 2007).
2. Avolio, B.J. and Gardner, W.L. (2005), Authentic leadership development: getting to the root of positive forms of leadership, The Leadership Quarterly, Vol. 16 No. 3, pp. 315-38.
3. Avolio, B.J. and Luthans, F. (2006), The High Impact Leader, McGraw-Hill, New York, NY.
4. Avolio, B.J., Gardner, W.L. and Walumbwa, F.O. (2005), Preface, in Gardner, W.L., Avolio, B.J. and Walumbwa, F.O. (Eds), Authentic Leadership Theory and Practice: Origins, Effects and Development, Elsevier, Oxford, pp. xxi-xxix.
5. Avolio, B.J., Gardner, W.L., Walumbwa, F.O., Luthans, F. and May, D.R. (2004), Unlocking the mask: a look at the process by which authentic leaders impact follower attitudes and behaviours, The Leadership Quarterly, Vol. 15 No. 6, pp. 801-23.
6. Bacharach, S.B. (1989), Organizational theories: some criteria for evaluation, Academy of Management Review, Vol. 14 No. 4, pp. 496-515.
7. Bass, B.M. and Avolio, B.J. (1994), Improving Organizational Effectiveness through Transformational Leadership, Sage, Thousand Oaks, CA.
8. Bass, B.M. and Steidlmeier, P. (1999), Ethics, character, and authentic transformational leadership behaviour, The Leadership Quarterly, Vol. 10 No. 2, pp. 181-217.
9. Berson, Y., Shamir, B., Avolio, B.J. and Popper, M. (2001), The relationship between vision strength, leadership style, and context, The Leadership Quarterly, Vol. 12 No. 1, pp. 53-73.
10. Boyatzis, R.E. and McKee, A. (2005), Resonant Leadership: Renewing Yourself and Connecting with Others through Mindfulness, Hope, and Compassion, Harvard Business School Press, Boston, MA.
11. Boyatzis, R., Goleman, D. and Rhee, K.S. (2000), Clustering competence in emotional intelligence: insights from the Emotional Competence Inventory (ECI), in Bar-On, R.E. and Parker, J.D. (Eds), The Handbook of Emotional Intelligence: Theory, Development, Assessment, and Application at Home, School, and in the Workplace, Jossey-Bass, San Francisco, CA, pp. 343-62.
12. Calnan, M. and Rowe, R. (2006), Research in trust relations in healthcare, Journal of Health Organization and Management, Vol. 20 No. 5, pp. 349-58.
13. Canadian Council on Health Services Accreditation (2007), Within Our Grasp: A Healthy Workplace Action Strategy for Success and Sustainability in Canada's Healthcare System, Quality Worklife Quality Healthcare Collaborative, Ottawa.
14. Canadian Nursing Advisory Committee (2002), Our Health, Our Future: Creating Quality Workplaces for Canadian Nurses, Advisory Committee on Health Human Resources, Ottawa.
15. Cho, J., Laschinger, H. and Wong, C. (2006), Workplace empowerment, work engagement, and organizational commitment of new graduate nurses, Canadian Journal of Nursing Leadership, Vol. 19 No. 3, pp. 43-60.
16. Cooper, C.D., Scandura, T.A. and Schriesheim, C.A. (2005), Looking forward but learning from our past: potential challenges to developing authentic leadership theory and authentic leaders, The Leadership Quarterly, Vol. 16 No. 3, pp. 475-93.
17. Cummings, G.G. (2004), Investing relational energy: the hallmark of resonant leadership, Canadian Journal of Nursing Leadership, Vol. 17 No. 4, pp. 76-87.
18. Cummings, G.G., Hayduk, L. and Estabrooks, C. (2005), Mitigating the impact of hospital restructuring on nurses: the responsibility of emotionally intelligent leadership, Nursing Research, Vol. 54 No. 1, pp. 2-12.
19. Dasborough, M.T. and Ashkanasy, N.M. (2005), Follower emotional reactions to authentic and inauthentic leadership influence;, in Gardner, W.L., Avolio, B.J. and Walumbwa, F.O. (Eds), Authentic Leadership Theory and Practice: Origins, Effects, and Development, Elsevier, Oxford, pp. 281-300.
20. Doran, D., McCutcheon, A.S., Evans, M.G., MacMillan, K., McGillis Hall, L., Pringle, D. and Smith, S. (2004), The Impact of the Manager's Span of Control on Leadership and Performance, Canadian Health Services Research Foundation, Ottawa.
21. Gardner, W.L., Chan, A., Hughes, L. and Bailey, A. (2006), Leader exemplification and ethical conduct: effects on perceived authenticity, trust, and organizational advocacy;, paper presented at the Conference of the Academy of Management, Atlanta, GA, August 15.
22. Gardner, W.L., Avolio, B.J., Luthans, F., May, D.R. and Walumbwa, F. (2005), Can you see the real me? A self-based model of authentic leaders and follower development, The Leadership Quarterly, Vol. 16 No. 3, pp. 343-72.
23. Gerstner, C. and Day, D. (1997), Meta-analytic review of leader member exchange-theory: correlates and construct issues, Journal of Applied Psychology, Vol. 82 No. 6, pp. 827-44.
24. Goleman, D. (1995), Emotional Intelligence, Bantam Books, New York, NY.
25. Graen, G.B. and Uhl-Bien, M. (1995), Relationship-based approach to leadership: development of leader-member exchange (LMX) theory of leadership over 25 years: applying a multi-level multi-domain perspective, The Leadership Quarterly, Vol. 6 No. 2, pp. 219-47.
26. Grojean, M.W., Resick, C.J., Dickson, M.W. and Smith, D.B. (2004), Leaders, values, and organizational climate: examining leadership strategies for establishing an organizational climate regarding ethics, Journal of Business Ethics, Vol. 55 No. 3, pp. 223-41.
27. Hannah, S.T., Lester, P.B. and Vogelsang, G.R. (2005), Moral leadership: explicating the moral component of authentic leadership;, in Gardner, W.L., Avolio, B.J. and Walumbwa, F.O. (Eds), Authentic Leadership Theory and Practice: Origins, Effects and Development, Elsevier, Oxford, pp. 43-81.
28. Hart, S.E. (2005), Hospital ethical climates and registered nurses' turnover intentions, Journal of Nursing Scholarship, Vol. 37 No. 2, pp. 173-7.
29. HayGroup (2002), Emotional Competence Inventory (ECI): Technical Manual, available at: www. eiconsortium.org/research/?ECI_2.0_Technical_Manual.pdf (accessed May 22, 2007).
30. Hoy, W.K. and Henderson, J.E. (1983), Principal authenticity, school climate, and pupil-control orientation, Alberta Journal of Educational Research, Vol. 29 No. 2, pp. 123-30.
31. Hughes, L.W. (2005), Transparency, translucence or opacity? An experimental study of the impact of a leader's relational transparency and style of humor delivery on follower creative performance;, unpublished doctoral dissertation, University of Nebraska, Lincoln, NE.
32. Ilies, R., Morgeson, F.P. and Nahrgang, J.D. (2005), Authentic leadership and eudaemonic wellbeing: understanding leader-follower outcomes, The Leadership Quarterly, Vol. 16 No. 3, pp. 373-94.
33. Institute of Medicine (2004), Keeping Patients Safe: Transforming the Work Environment of Nurses, National Academy Press, Washington, DC.
34. Jeans, M.E. (2006), Strengthening mentorship for leadership development, Canadian Journal of Nursing Leadership, Vol. 19 No. 4, pp. 28-30.
35. Jensen, S. (2003), Entrepreneurs as leaders: impact of psychological capital and perceptions of authenticity on venture performance;, unpublished doctoral dissertation, University of Nebraska, Lincoln, NE.
36. Kerfoot, K. (2006), Authentic leadership, Nursing Economics, Vol. 24 No. 2, pp. 116-17.
37. Kernis, M.H. (2003), Toward a conceptualization of optimal self-esteem, Psychological Inquiry, Vol. 14 No. 1, pp. 1-26.
38. Klenke, K. (2005), The internal theater of the authentic leaders: integrating cognitive, affective, conative, and spiritual facets of authentic leadership;, in Gardner, W.L., Avolio, B.J. and Walumbwa, F.O. (Eds), Authentic Leadership Theory and Practice: Origins, Effects and Development, Elsevier, Oxford, pp. 155-82.
39. Kouzes, J.M. and Posner, B.Z. (1995), The Leadership Challenge: How to Get Extraordinary Things Done in Organizations, 2nd ed., Jossey-Bass, San Francisco, CA.
40. Laurent, C.L. (2000), A nursing theory for nursing leadership, Journal of Nursing Management, Vol. 8 No. 2, pp. 83-7.
41. Luthans, F. (2002), The need for and meaning of positive organizational behaviour, Journal of Organizational Behavior, Vol. 23 No. 6, pp. 695-706.
42. Luthans, F. and Avolio, B.J. (2003), Authentic leadership: a positive development approach;, in Cameron, K.S., Dutton, J.E. and Quinn, R.E. (Eds), Positive Organizational Scholarship, Berrett-Koehler, San Francisco, CA, pp. 41-258.
43. Luthans, K.W. and Jensen, S.M. (2005), The linkage between psychological capital and commitment to organizational mission, Journal of Nursing Administration, Vol. 35 No. 6, pp. 304-10.
44. Maslow, A. (1968), Motivation and Personality, 3rd ed., HarperCollins, New York, NY.
45. Mass, H., Brunke, L., Thorne, S. and Parslow, H.G. (2006), Preparing the next generation of senior nursing leaders in Canada: perceptions of role competencies and barriers from the perspectives of inhabitants and aspirants, Canadian Journal of Nursing Leadership, Vol. 19 No. 2, pp. 75-91.
46. May, D.R., Chan, A., Hodges, T.D. and Avolio, B.J. (2003), Developing the moral component of authentic leadership, Organizational Dynamics, Vol. 32 No. 3, pp. 247-60.
47. Mayer, R.C., Davis, J.H. and Schoorman, F.D. (1995), An integrative model of organizational trust, Academy of Management Review, Vol. 20 No. 3, pp. 709-34.
48. Morrow, P.C. (1983), Concept redundancy in organizational research: the case of work commitment, Academy of Management Review, Vol. 8 No. 3, pp. 486-500.
49. Nembhard, I.M. and Edmondson, A.C. (2006), Making it safe: the effects of leader inclusiveness and professional status on psychological safety and improvement in healthcare teams, Journal of Organizational Behavior, Vol. 27 No. 7, pp. 941-66.
50. Norman, S.M. (2006), The role of trust: implications for psychological capital and authentic leadership, unpublished doctoral dissertation, University of Nebraska, Lincoln, NE.
51. Northouse, P.G. (2004), Leadership: Theory and Practice, 3rd ed., Sage, Thousand Oaks, CA.
52. O'Brien-Pallas, L., Tomblin-Murphy, G., Laschinger, H., White, S., Wang, P. and McCullough, C. (2005), Building the Future: An Integrated Strategy for Nursing Human Resources in Canada: Research Synthesis Report, Nursing Sector Study, Ottawa.
53. Olson, L.L. (1998), Hospital nurses' perceptions of the ethical climate of their work setting, IMAGE: Journal of Nursing Scholarship, Vol. 30 No. 4, pp. 345-9.
54. Osborn, R.N., Hunt, J.G. and Jauch, L. (2002), Toward a contextual theory of leadership, The Leadership Quarterly, Vol. 13 No. 6, pp. 797-837.
55. Osigweh, C.A.B. (1989), Concept fallibility in organizational science, Academy of Management Review, Vol. 14 No. 4, pp. 579-94.
56. Parse, R.R. (1997), The human becoming theory: the was, is, or will be?, Nursing Science Quarterly, Vol. 10 No. 1, pp. 32-8.
57. Peplau, H. (1997), Peplau's theory of interpersonal relations', Nursing Science Quarterly, Vol. 10 No. 4, pp. 162-7.
58. Porter, L.W. and McLaughlin, G.B. (2006), Leadership and the organizational context, The Leadership Quarterly, Vol. 17, pp. 559-76.
59. Porter O'Grady, T. (2003), Quantum Leadership: A Textbook of New Leadership, Jones & Bartlett, Sudbury, MA (with Malloch, K.).
60. Price, T.L. (2003), The ethics of authentic transformational leadership, The Leadership Quarterly, Vol. 14 No. 1, pp. 67-81.
61. Registered Nurses' Association of Ontario (RNAO) (2006), Healthy Work Environments Best Practice Guidelines: Developing and Sustaining Nursing Leadership, RNAO, Toronto.
62. Rodney, P. and Street, A. (2004), The moral climate of nursing practice: inquiry and action, in Storch, J., Rodney, P. and Starzomski, R. (Eds), Toward a Moral Horizon: Nursing Ethics for Leadership and Practice, Pearson Education Canada, Toronto.
63. Rogers, C. (1961), On Becoming a Person: A Therapist's View of Psychotherapy, Houghton Mifflin, Boston, MA.
64. Rogers, L. (2005), Why trust matters, Journal of Nursing Administration, Vol. 35 No. 10, pp. 421-3.
65. Sarros, J.C. and Cooper, B.K. (2006), Building character: a leadership essential, Journal of Business and Psychology, Vol. 21 No. 1, pp. 1-22.
66. Schulman, M. (2002), How we become moral: the sources of moral motivation, in Snyder, C.R. and Lopez, S.J. (Eds), Handbook of Positive Psychology, Oxford University Press, Oxford, pp. 499-514.
67. Seligman, M.E. (2002), Authentic Happiness: Using the New Positive Psychology to Realize Your Potential for Lasting Fulfillment, The Free Press, New York, NY.
68. Shamian, J., Kerr, M.S., Laschinger, H.K. and Thomson, D. (2002), A hospital-level analysis of the work environment and workforce health indictors for registered nurses in Ontario's acute care hospitals, Canadian Journal of Nursing Research, Vol. 33 No. 4, pp. 35-50.
69. Shields, M. (2006), Findings from the 2005 National Survey of the Work and Health of Nurses: Journey to Excellence, Ottawa, available at: http://secure.cihi.ca/cihiweb/products/NHSRep06_ENG.pdf (accessed July 20, 2008).
70. Shirey, M.R. (2006), Authentic leaders creating healthy work environments for nursing practice, American Journal of Critical Care, Vol. 15 No. 3, pp. 256-67.
71. Spreitzer, G., Sutcliffe, K., Dutton, J., Sonenshein, S. and Grant, A.M. (2005), A socially embedded model of thriving at work, Organization Science, Vol. 16 No. 5, pp. 537-49.
72. Storch, J.L., Rodney, P., Pauly, B., Brown, H. and Starzomski, R. (2002), Listening to nurses' moral voices: building a quality healthcare environment, Canadian Journal of Nursing Leadership, Vol. 15 No. 4, pp. 7-16.
73. Storr, L. (2004), Leading with integrity: a qualitative research study, Journal of Health Organization and Management, Vol. 18 No. 6, pp. 415-34.
74. Vahey, D.C., Aiken, L.H., Sloan, D.M., Clarke, S.P. and Vargas, D. (2004), Nurse burnout and patient satisfaction, Medical Care, Vol. 42 No. 2, pp. 1157-66.
75. Walumbwa, F.O., Avolio, B.J., Gardner, W.L., Wernsing, T.S. and Peterson, S.J. (2008), Authentic leadership: development and validation of a theory-based measure, Journal of Management, Vol. 34 No. 1, pp. 89-126.
76. Watson, J. (2006), Caring theory as an ethical guide to administrative and clinical practices;, ursing Administration Quarterly, Vol. 30 No. 1, pp. 48-55.
77. Whetten, D.A. (1989), What constitutes a theoretical contribution?, Academy of Management eview, Vol. 14 No. 4, pp. 490-5.
78. Yukl, G. (1999), An evaluation of conceptual weaknesses in transformational leadership and harismatic leadership theories, The Leadership Quarterly, Vol. 10 No. 2, pp. 285-305.
79. Dickson, M.W., Den Hartog, D.N. and Mitchelson, J.K. (2003), Research on leadership in a ross-cultural context: making progress, and raising new questions, The Leadership Quarterly, Vol. 14 No. 6, pp. 729-68.