Defining Authentic Leadership: A Developing Economy Perspective

Abstract

The research on authentic leadership has recently become a priority in leadership literature. As policy-makers and practitioners seek evidence in addressing leadership malfeasance across organisations and the broader society. Hence, a growing body of evidence suggests that the authentic leadership construct is plagued with a lack of conceptual clarity, embodying philosophical ambiguity and demographic limitations. Consequently, the study provides crucial descriptions of authentic leadership within a developing economy context.

The study’s findings show that three perspectives were evident from the authentic leaders and followers in defining authentic leadership. Authentic leaders perceive the construct from dual perspectives while followers have a singular outlook. The first perspective provided by the authentic leaders focussed on their leadership and how the burden of the role influenced their approach. The second perspective linked authentic leadership to areas that improve organisational outcomes. An unconscious awareness of the necessities that support organisational performance underpins the descriptions by the leaders. Remarkably, followers provide the last perspective that emphasises the relational aspects of the authentic leader and how it influences them in their daily lives. The chapter concludes by reflecting on the study’s contributions and limitations before charting the path for future research.

Citation

Omeihe, I. and Harrison, C. (2022), "Defining Authentic Leadership: A Developing Economy Perspective", Omeihe, K.O. and Harrison, C. (Ed.) The African Context of Business and Society (New Frontiers in African Business and Society), Emerald Publishing Limited, Leeds, pp. 31-54. https://doi.org/10.1108/978-1-80117-852-520221003