TY  - CHAP
AB  - Abstract Academic and practitioner attention to the constructs of authentic leadership and work engagement and their implications for organizations has grown dramatically over the past decade. Consideration of the implications of these constructs for high-performance human resource practices (HPHRP) is limited, however. In this monograph, we present a conceptual model that integrates authentic leadership/followership theory with theory and research on HPHRP. Then, we apply this model to systematically consider the implications of skill-enhancing, motivation-enhancing, and opportunity-enhancing HR practices in combination with authentic leadership for authentic followership, follower work engagement, and follower performance. We contend that authentic leadership, through various influences processes, promotes HPHRP, and vice versa, to help foster enhanced work engagement. By cultivating greater work engagement, individuals are motivated to bring their best, most authentic selves to the workplace and are more likely to achieve higher levels of both well-being and performance.
VL  - 35
SN  - 978-1-78714-709-6, 978-1-78714-708-9/0742-7301
DO  - 10.1108/S0742-730120170000035004
UR  - https://doi.org/10.1108/S0742-730120170000035004
AU  - Karam Elizabeth P.
AU  - Gardner William L.
AU  - Gullifor Daniel P.
AU  - Tribble Lori L.
AU  - Li Mingwei
PY  - 2017
Y1  - 2017/01/01
TI  - Authentic Leadership and High-Performance Human Resource Practices: Implications for Work Engagement
T2  - Research in Personnel and Human Resources Management
T3  - Research in Personnel and Human Resources Management
PB  - Emerald Publishing Limited
SP  - 103
EP  - 153
Y2  - 2024/05/06
ER  -