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Authentic Leadership
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Contents: Foreword Bruce J. Avolio 1. Introduction: Authentic Leadership: Clashes, Convergences and Coalescences Donna Ladkin and Chellie Spiller PART I: GROUNDINGS: HISTORIC, CRITICAL AND SUBJECTIVE PERSPECTIVES 2. Essay: Authentic Leadership and History Owain Smolovic Jones and Keith Grint 3. Essay: Authentic Leadership Critically Reviewed Mats Alvesson and Stefan Sveningsson 4. Viewpoint: The Authentic Leader Reconsidered: Integrating the Marvellous, Mundane and Mendacious Suze Wilson 5. Cameo: A Powerful Antidote: Hannah Arendt's Concept of Uniqueness and the Discourse of Authentic Leadership Rita Gardiner 6. Viewpoint: What `Selves' is Authentic Leadership True To? A Heideggerian Contribution Dominik Heil PART II: BEING TRUE TO THE SELF: FIGMENTS, FRAGMENTS OR FACETS 7. Essay: Laboring under False Pretences? The Emotional Labor of Authentic Leadership Caroline Clarke, Clare Kelliher and Doris Schedlitzki 8. Essay: Life Stories, Personal Ambitions and Authenticity: Can Leaders be Authentic Without Pursuing the `Higher Good'? Galit Eilam-Shamir and Boas Shamir 9. Essay: Authentic Leadership: Demonstrating and Encouraging Three Ways of Knowing Niki Harre PART III: MARKERS: READING THE SIGNS OF AUTHENTIC LEADERSHIP 10. Essay: Followers' Assessments of a Leader's Authenticity: What Factors Affect How Others Deem a Leader to be Authentic? Dail Fields 11. Essay: Searching for Mandela: The Saint as a Sinner Who Keeps on Trying Joanne B. Ciulla 12. Essay: Authentic Leadership and the Status Trap Steven S. Taylor 13. Viewpoint: Why Authenticity is Most Critical in the Virtual Space Ghislaine Caulat PART IV: RELATIONAL SPACES: COMING INTO AUTHENTICITY THROUGH OTHERS 14. Essay: From Authenticity to Communitas: An Ecology of Leadership Ralph Bathurst and Trudie Cain 15. Cameo: Authentic Followership in the Knowledge Economy Rob Goffee and Gareth Jones 16. Viewpoint: Responsible Investment and Authentic Leadership Rodger Spiller 17. Viewpoint: Authentic and Political Leadership: Opposite Ends of the Same Continuum? B. Parker Ellen III, Ceasar Douglas, Gerald R. Ferris and Pamela L. Perrewe PART V: AUTHENTICITY AT THE INTERSECTIONS OF IDENTITY AND INSTITUTIONS 18. Essay: Can I Really be Me? The Challenges for Women Leaders Constructing Authenticity Amanda Sinclair 19. Cameo: Developing Authentic Leadership as a Racial Minority Doyin Atewologun 20. Cameo: The Challenge for Authentic Leadership in Multi-cultural Settings Lake Wang and Kim Turnbull James 21. Cameo: Authentic Canadian Aboriginal Leadership: Living by the Circle Mark Julien, Barry Wright and Deborah McPhee 22. Viewpoint: Institutional Ethics and the Spirit of Chinese Business Leaders Yi Han PART VI: DEVELOPING AUTHENTIC LEADERS 23. Cameo: Spinning Authentic Leadership Living Stories of the Self David M. Boje, Catherine A. Helmuth and Rohny Saylors 24. Viewpoint: An Authentic Jerk. Authentic Leadership Can be Bad Leadership Lauren Zander 25. Cameo: Developing Authentic, Innovative Leaders Lotte Darso 26. Essay: So You Want to be Authentic in Your Leadership: To Whom and for What End? Helen Nicholson and Brigid Carroll Index

About the Author

Edited by Donna Ladkin, Professor of Leadership and Ethics, Plymouth Graduate School of Management, UK and Chellie Spiller, University of Auckland Business School, New Zealand

Reviews

`Congratulations! The authors have created a volume that goes beyond the platitudes and reductionism of most of the leadership literature. The heroic is put in its place as they show how leadership is a relationship and that meaning and social values such as authenticity emerge from that relationship and the context in which it occurs. This book is an important step in the direction of a more comprehensive understanding of leadership that can help to shape the future dialogue.' -- Russ Volckmann, Integral Leadership Review
`Authentic leadership is far too important a construct to be consigned to the leadership buzzword scrapheap. This engaging collection not only provides a compelling critique of how this idea has been developed and applied to date but invites a broader and constructive engagement from leadership scholars who recognise leadership as a profoundly relational process. The editors are to be congratulated for crafting such a cogent and coherent collection of leadership essays.' -- Brad Jackson, The University of Auckland, New Zealand

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