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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.

This chapter discusses the utility of authentic leadership for the UN's Sustainable Development Goals and argues that the capacity-building value of authentic leadership enables change and improves performance. The authors view authentic leadership as a genuine, transparent, positive, ethical form of leadership that strives to address grand challenges. They outline its application in two cases: well-being (SDG3) and education (SDG4). Daskou and Tzokas conclude with a criticism of the value of authentic leadership in the successful delivery of the SDGs. Daskou and Tzokas recommend investigating how authentic leaders' balanced information processing and internalised moral perspective contribute to positive self-development, better education outcomes and well-being among students, educators and employees.

Authenticity is an interactionist distinction that is symbolically created and negotiated in everyday life. This paper (1) investigates “underground” country musicians and their definitions of self, including the process of creating accounts and (2) demonstrates the importance of authenticity-based identity work as a symbolically constituted and socially negotiated process. The purpose here is not to celebrate “authentic” country music, but rather to examine how these artists construct and manage the perception of authentic identities and to also demonstrate how authenticity-based identity work serves as a meaningful addition to these artists’ identities.

Forward-thinking companies are interested in promoting Corporate Social Responsibility (CSR) while remaining profitable. Some critics have raised concerns regarding the motivations of companies that engage in CSR, suggesting that inauthentic efforts are little more than “green-washing.” However, when efforts are integrated into the core values of a company, it is likely that CSR can result in important benefits for companies and communities. In this study, we present a case study of Cotopaxi, an outdoor products company located in Salt Lake City, UT. During the early spring and summer of 2016, Cotopaxi developed a computer coding and filmmaking workshop for refugee youth to assist them in learning marketable skills for future employment. During the course of the workshop, the authors volunteered with individuals from Cotopaxi, Adobe, Goldman Sachs, and local universities to assist in the workshop. We interviewed volunteers to determine what motivated them to participate. By analyzing the interviews, we identified three specific volunteer types: Experienced Volunteers, Kindred Spirit Volunteers, and Emerging Volunteers. We suggest that by understanding these volunteer types, organizations can leverage overlapping values between volunteers and the organization to create more authentic CSR efforts.

This chapter analyses common, contradictory, paradoxical patterns in the evolution and development of authentic leadership that emerged throughout this handbook. The authentic leadership literature has been valuable in focusing on and reawakening a wider discourse on leadership and in particular the need for a reappraisal of leadership values. The adamant, one might say absolutist, claims for the theory have begun to restrict understanding. The chapters in this book reveal dimensions and insights that broaden and diversify potential approaches to contextual understanding and exercising leadership. Reilly and Turcan conclude that authentic leadership is still in its embryonic stage and whether it will fully emerge and become a mature discipline remains to be seen.

This chapter explores how industrial PhD students are engaged in authentic leadership processes while coping with challenges through self-leadership. The authors illustrate how self-leadership can be a helpful approach to managing the leading-and-being-led dilemma. They argue that self-leadership is a process of goal achievement in collaboration with key stakeholders and, therefore, an important aspect of authentic leadership. The authors identify four aspects of self-leadership that influence authenticity: roles, resources, relations and results. Kringelum, Mortensen and Holmgren call for research into the emergence of self-leadership and authentic leadership, the leadership capabilities required and the double-sidedness and dilemmas inherent in such emergences across different contexts.

This chapter uses a case study approach to examine an innovative corporate social responsibility (CSR) program designed to engage and motivate employees. MGM Resorts International, one of the largest casino gaming corporations, debuted the “Inspiring Our World” program in 2012 and continues to use it as a guide for the company’s CSR efforts. This chapter looks specifically at the program’s internal efforts to involve employees in CSR actions and considers how a program of this sort can benefit the corporation via employee engagement. It also discusses the important role that HR managers can take in facilitating such a program to ensure it has the best chance at success.

Discussion around authenticity has grown in marketing and consumption discourse in the last two decades. Consumers are viewed as seeking authenticity, and brands have responded to this. This chapter identifies three foundational categories of authenticity: personal, expressive and material. The main elements of each category are outlined. Key tensions are identified between authenticity as experienced by consumers and authenticity as leveraged for instrumental purposes by the marketplace.

Service-learning implementation in higher education classes provides positive value to the undergraduate students as well as to the community organization being served. Opportunities for personal and professional growth allow students to develop their cognitive, interpersonal, and intrapersonal skills (Barnes, 2016; Myers, 2020). In addition, the curriculum and content connections to real-world situations encourage a deeper understanding of concepts and an application of meaningful critical thinking and problem-solving scenarios. Including the reflection component as part of the service-learning project enriches the experience and authenticates learning connecting theory to practice. The organization benefits with creative and innovative ideas from the volunteers as resources are shared and the student cultivates relationships in a culturally responsive manner (Schneider, 2018; Schvaneveldt & Spencer, 2016). Guidelines for the effective implementation of the service-learning project ensure a successful experience for all parties involved (Lee, Park, & Chun, 2018). The mutual beneficial relationship is healthy for all who are involved. Service-learning is an opportunity to further develop the student in areas of personal growth and teacher efficacy as well as helping the organizations and schools they serve (Barnes, 2016; Moore et al., 2016). In conclusion, service-learning advances many components of an engaging course and fosters experiential learning for the undergraduate student.

This chapter provides an overview of research on authenticity in tourism studies focusing on the development of the field and noting four main strands: objective, constructive, postmodern, and experiential. Underlying the various approaches to authenticity are distinct authentication processes with more recent work arguing for a move away from an authentic/inauthentic dichotomy toward an emphasis on the social construction of authenticity, and associated questions of power, production and performativity.