Vol. 1 No. 19 (2021): Journal of Leadership and Management
Articles
An Examination of Authenticity and Power in three Irish Professional Leaders Delivering Organisational Change
Published
March 20, 2022
Keywords
- change management,
- organisational change,
- change leadership,
- professional leadership,
- authentic leadership
- power,
- personal power,
- referent power,
- expert power ...More
How to Cite
Kane, M. (2022). An Examination of Authenticity and Power in three Irish Professional Leaders Delivering Organisational Change. Journal of Leadership and Management, 1(19). Retrieved from http://www.leadership.net.pl/JLM/article/view/211
Copyright (c) 2022 Author & JLM
This work is licensed under a Creative Commons Attribution-NonCommercial-ShareAlike 4.0 International License.
Abstract
Irish professional leaders are delivering organisational change. Times of organisational change provide a fertile ground for the exercise of professional leadership; both tactical and strategic. This study of 3 professional leaders found that self-confidence, self-identification of authenticity and power are significant criteria in the professional leadership of successful organisational change. Implications for the academic body of knowledge and practise are discussed.
References
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Avolio, B., and Gardner W. (2005). “Authentic Leadership Development: Getting to the Root of Positive Forms of Leadership.” The Leadership Quarterly, 16(3), pp. 315–338.
Braun, V., and Clarke, V. (2006). “Using Thematic Analysis in Psychology.” Qualitative Research in Psychology, 3(2), pp.77–101.
Cannella, B., Finkelstein, S., and Hambrick, D. (2008). Strategic Leadership: Theory and Research on Executives, Top Management Teams, and Boards. New York: Oxford University Press.
Duignan, P., and Bhindi, N. (1997). “Authenticity in Leadership: An Emerging Perspective.” Journal of Educational Administration, 35(3), pp.195–209.
Eagly, A. (2005). “Achieving Relational Authenticity in Leadership: Does Gender Matter?” Leadership Quarterly, 16(3), pp. 459–474.
Gibson, L., and Groom, R. (2019). “Developing a Professional Leadership Identity During Organisational Change in Professional Youth Football.” Qualitative Research in Sport, Exercise and Health, 12(5), pp.1–17.
Harvard Business Review (2007). “Best of HBR: Leading Change: Why Transformation Efforts Fail.” Harvard Business Review.
Komariah, A., and Kurniady, D. (2017). “Authentic Leadership: Strategy of the Implementation of Madrasah Management of Change.” Jurnal Pendidikan Islam, 6(2), pp. 293–310.
Kotter, J. (1995). “Leading Change: Why Transformation Efforts Fail.” The Magazine, May–June 1995. Retrieved from: https://hbr.org/1995/05/leading-change-why-transformation-efforts-fail-2.
Luthans, F., and Avolio, B. (2003). Authentic Leadership Development, in: Quinn, R., Dutton, J., and Cameron, K., (eds.). (2003). Positive Organizational Scholarship: Foundations of a New Discipline. San Francisco: Berrett-Koehler Publishers, pp. 241–258.
Maguire, M., and Delahunt, D. (2017). “Doing a Thematic Analysis: A practical, Step-By-Step Guide for Learning and Teaching Scholars.” All Ireland Journal of Higher Education, 9(3), pp. 335.1–335.14.
Moran, J., and Brightman, B. (2000). “Leading Organizational Change.” Journal of Workplace Learning, 12(2), pp. 66–74.
Northouse, P. (2016). Leadership Theory and Practice. Thousand Oaks: SAGE Publications.
Petrou, P., Demerouti, E., and Schaufeli, W. (2018). “Crafting the Change: The Role of Employee Job Crafting Behaviors for Successful Organizational Change.” Journal of Management, 44(5), pp. 1766–1792.
Shamir, B., and Eilam, G. (2005). “‘What’s Your Story?’ A Life-Stories Approach to Authentic Leadership Development.” Leadership Quarterly, 16, pp. 395–417.
Twohig, P., and Tremble, T. (1991). Leadership Performance Measurement in a Tactical Environment. Fort Benning: U.S. Army Research Institute for the Behavioral and Social Sciences.
Walumbwa, F., Avolio, B., Gardner, W., Wernsing, T., and Peterson, S. (2008). “Authentic Leadership: Development and Validation of a Theory-Based Measure.” Journal of Management, 34(1), pp. 89–126.