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This paper aims to examine under what conditions consumers develop emotional attachment toward authentic brands. It proposes that authentic brands’ ability to evoke attachment is contingent upon situational (i.e. need to belong and need to express the authentic self) and consumer individual difference variables (i.e. brand engagement in self-concept [BESC] and personal authenticity).

Two experiments empirically test the effects of brand authenticity on emotional brand attachment. Experiment 1 considers the moderating roles of social exclusion and BESC. Experiment 2 examines the moderating roles of situationally induced feelings of self-inauthenticity and enduring personal authenticity.

Consumers with a high level of BESC show greater emotional brand attachment to authentic (versus less authentic) brands when they feel socially excluded. Consumers with a high level of enduring personal authenticity show greater emotional brand attachment to authentic (versus less authentic) brands when they experience situations that make them feel inauthentic.

This paper has implications for brand communication strategies adopted by brands that are positioned strongly on authenticity.

This paper is one of the few to examine the effect of brand authenticity on brand attachment taking into account the moderating role of situational and individual difference variables. The findings contribute to the brand attachment and brand authenticity literatures.

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 critically reviews the literature on authentic leadership (AL) that emerged in response to scandals in private- and public-sector organisations, drawing on theories, concepts and methods from other disciplines. The author finds that AL lacks a consensus definition, and that quantitative research has largely been at the level of employees rather than executives or board members. The review reveals 12 categories of criticisms. Schaefler advocates inductive qualitative research on the major concerns of executive leaders and means of addressing them via group dynamics, maintaining that exploring processes of AL in real-world settings would complement existing quantitative research and contribute to the development and extension of AL theory.

This chapter offers a comprehensive review the literature on authentic leadership (AL). The authors employ a bibliometric approach to identify, classify, visualise and synthesise relevant scholarly publications and the work of a core group of interdisciplinary scholars who are key contributors to the research on AL. They review 264 journal articles, adopting a clustering technique to assess the central themes of AL scholarship. They identify five distinct thematic clusters: authenticity in the context of leadership; structure of AL; social perspectives on AL; dynamism of AL; and value perceptions of AL. Velt and Sinkovics assert that these clusters will help scholars of AL to understand the dominant streams in the literature and provide a foundation for future research.

The study aims to explore the mediating role of flow at work and moderating role of creative self-efficacy in the relationship between authentic leadership and innovative work behavior.

The study collected data from 315 employees working in the service sector through survey design. Data analysis was done through structural equation modeling.

The findings revealed that authentic leadership is related to flow at work and innovative work behavior. Flow at work was also found to be related to innovative work behavior. Flow at work was found to mediate the relationship between authentic leadership and innovative work behavior. The study also confirmed the moderating role of creative self-efficacy in the relationship between authentic leadership and innovative work behavior.

The study unearthed the previously unexplored mediating role of flow at work linking authentic leadership to innovative work behavior. Additionally, it is the first study that explicated how creative self-efficacy moderates the relationship between authentic leadership and innovative work behavior; the relationship between the two is stronger when creative self-efficacy is high.

Scholars have argued that it is important to investigate how authentic leadership is manifested in different cultures (Avolio et al., 2005; Gardiner, 2011; Shamir and Eilam, 2005). Hence the purpose of this paper is to capture a cross-cultural view of authentic leadership, using a sample of South Asian leaders.

Because of a dearth of qualitative empirical evidence, the authors adopted a “life story” approach to collect data. A total of 14 leaders from India, Nepal, Pakistan and Sri Lanka were interviewed to share their leadership experiences.

Findings indicate that the concept of authentic leadership is culturally relevant. It emerged as a multi-dimensional construct constituting self-concept, follower development, organizational outcomes and culture (Meacham, 2007), and contextual knowledge. The authors propose a cross-cultural model of authentic leadership.

Research limitations include researchers’ possible biases in design of data and an assumption that leaders interviewed were authentic. Despite these limitations, the study provides valuable insights about authentic leadership to strengthen its theoretical foundation.

Organizational and social problems in South Asian are often attributed to a leadership deficit (Khan, 2014; Khilji, 2013; National Post, 2014; Sardesai, 2013). This study provides evidence of transformative authentic leaders in South Asia who are engaged with their and followers’ authentic growth, and are building authentic cultures for positive organizational outcomes.

The value of the present research is in providing qualitative empirical evidence from South Asia, and proposing a cross-cultural model of authentic leadership.

The purpose of this study is to investigate the causal relationships between the dimensions of authentic leadership and patient care quality in the nursing profession of Ghana.

The study used explanatory and cross-sectional survey designs. The data were obtained from 400 respondents, consisting of 200 nurses and 200 patients in selected general hospitals. The analysis was done using descriptive statistics, correlation and multi-linear regression techniques.

The study found that all four dimensions of authentic leadership, namely, self-awareness, internalized moral perspective, balanced processing and relational transparency positively correlated with patient care quality, however, only internalized moral perspective and self-awareness have positive significant association with patient care quality and internalized moral perspective being the highest predictor. Thus, the results suggest that authentic leadership can positively predict patient care quality.

The study contributes to the understanding of how dimensions of authentic leadership practices affect patient care quality. This understanding is relevant to academics in general and Ghanaian policymakers in particular.

The research makes a significant contribution to the existing authentic leadership literature by establishing that the dimensions of authentic leadership predict patient care quality with an internalized moral perspective being the highest predictor followed by self-awareness. Furthermore, the authors anticipate that the outcomes of this research, which so far is the first study in the Ghanaian context, can significantly shape nursing leadership discourse, practices and policies in Ghana and in other developing countries to improve patient care quality.

Authentic leadership and psychological ownership appear to be at somewhat similar stage of construct evolution. In the present study, the author asks two research questions: first, how authentic leadership relates to psychological ownership and second, how dyadic duration influences this relationship. The paper aims to discuss these issues.

Using correlational research design, the author collected cross-sectional data from 182 Indian professionals working in various organizations in India. The author used structural equation modeling to test the study hypotheses.

The results showed that authentic leadership positively influenced organization-based promotive psychological ownership; however, it shared no relationship with preventive psychological ownership or territoriality. Relational transparency and self-awareness factorials of authentic leadership influenced belongingness and self-efficacy factorials of psychological ownership beyond what authentic leadership as the second-order factor could account for. Leader self-awareness negatively related to follower self-efficacy. Authentic leadership completely accounted for the effects of moral perspective and balanced processing factorials on psychological ownership. Dyadic duration was not found to have significant moderation effect.

Overall, the findings imply that authentic leadership may make followers dependent and allow less relational substitutability. Moral perspective may be more central to authentic leadership construct than self-awareness. Moreover, it may not be appropriate to consider territoriality as a part of psychological ownership construct.

The author believes that it is the first study to investigate the factorial-level interrelations between authentic leadership and psychological ownership. It can help in advancing authentic leadership theory and refining psychological ownership construct.

The purpose of this paper is to investigate the effect of the perceived authentic leadership of supervisors and employees’ core self-evaluations on their organizational citizenship behavior (OCB) and to examine the role of psychological empowerment as a partial mediator of those relationships.

A cross-sectional survey was used to obtain individual perceptions from employees working in one of the biggest companies in Korea. Data from 374 samples was analyzed. Construct validity of each measurement model is examined using confirmatory factor analysis and the hypothesized structural model is tested by structural equation modeling.

The authors found that perceived authentic leadership, core self-evaluation, and employees’ psychological empowerment had significant impact on employees’ OCB, accounting for 58 percent of the variance in OCB. In addition, 54 percent of the variance in psychological empowerment was explained by authentic leadership and core self-evaluations, partially mediating the relationship between authentic leadership and OCB and the relationship between core self-evaluations and OCB.

Positivity is instrumental in driving intrinsic motivation for work and voluntary devotion to colleagues and organizations. This study contributed to the emerging research branch of management and organizational psychology such as positive organization scholarship and positive organizational behavior by exploring the relationship among the relevant constructs. More specifically, the authors found that positive contextual factor (i.e. authentic leadership), positive personality factor (i.e. core self-evaluations), and positive work experience (i.e. psychological empowerment) do have positive influence on employees’ extra-role performance (i.e. OCB).

The purpose of this paper is to explore the effects of authentic leadership on employees’ objective (hierarchical status) and subjective (career satisfaction) career success. In addition, this paper attempts to examine the mediating role of career self-efficacy in these relationships.

The sample for this cross-sectional study comprised of 162 Pakistani employees drawn from a leading food and beverage company. Structural equation modelling and the bootstrapping procedure were used to test the research hypotheses.

Results showed that career self-efficacy fully mediated the relationship between authentic leadership and hierarchical status, while it partially mediated the effects of authentic leadership on career satisfaction.

The findings of this study indicate that authentic leadership behaviours can have a positive impact on employees’ career success. Thus, in order to ensure that employees accomplish their career goals and realise their full potential, it is vital that organisations devise strategies, which are geared towards promoting authentic leadership.

This paper provides a first examination of the relationship between authentic leadership and two indicators of career success: hierarchical status and career satisfaction. In addition, it identifies one possible pathway in the form of career self-efficacy through which authentic leadership relates to employees’ career success.