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The contemporary human resource management (HRM) sector is faced with continual leadership development challenges. Unethical behavior in leaders is not the norm, but it is also not the exception. Human resource training and development focus significantly on better leadership but have largely failed to create more effective leaders. The result? Employee and follower wellbeing have not seen their best days. In this chapter, authentic relationships comprising authentic leaders and authentic followers are posited as a solution. The call is for more rigor in the theory underpinning leadership development programs, assurance of such programs, and embedding ethics into the core of what leadership developers do.

The aim of this article is to examine the relationships between authentic leadership and organizational deviance and to test the moderating effects of trust and psychological contract violation on that relationship.

Data were collected from ten state universities in Turkey. The sample included 848 lecturers and their department chairs chosen randomly. Moderated hierarchical regression was used to examine the moderating roles of trust and psychological contract violation on the authentic leadership and organizational deviance relationship.

The results show that authentic leadership is negatively and significantly correlated with organizational deviance. In addition, the results of the hierarchical multiple regression analyses support the moderating effects of employee trust and psychological contract violation with regard to the relationship between authentic leadership and organizational deviance.

Given that authentic leadership is associated with valued organizational outcomes such as lower workplace deviance, higher followers' commitment, job satisfaction and citizenship behaviors, organizational efforts to foster authentic leadership should prove fruitful. Moreover, focusing on efforts to improve leader‐follower relationship and to create a trust‐based work environment could increase the likelihood that authentic leadership will lower level of workplace deviance.

This study contributes to the research on authentic leadership and workplace deviance by showing that trust and psychological contract are relevant affect‐related variables in determining the importance of authentic leadership perception to subordinate workplace deviance. Furthermore, by incorporating trust and psychological contract (for the first time), it is a response to recent calls for integration of authentic leadership, organizational deviance, trust and psychological contract literatures (Gardner et al.; Ilies et al.). These calls have contended that trust and high quality leader‐follower relations are fundamental to linking authentic leader behavior to follower behaviors, yet to date empirical evidence does not exist.

The purpose of this paper is to explore different kinds of authenticity in four health courses for adolescents. In school-based approaches to health education it is often difficult to present health in ways that make sense and appeal to adolescents. Authenticity, as a health-pedagogical concept which focuses on the quality or condition of being believable, trustworthy or genuine, has the potential of providing an analytical framework as well as practical recommendations for this challenge.

This was a qualitative study based on 23 group interviews with a total of 114 adolescents and 12 individual interviews with their teachers. The data were iteratively analyzed and categorized using guidelines for content analysis. The study used a theoretical construct focusing on participation, knowledge and health identity, as each of these three elements affects aspects of authenticity when applied to a health education context.

The analysis revealed four interdependent categories of authenticity: first, authentic connections/relations; second, authentic instructors; third, authentic themes; and fourth, authentic methods/activities. In each of the four categories the paper presents analytical tools for researchers and practical recommendations for health education professionals.

The paper presents a new and innovative model with four categories of authenticity that provide health practitioners with important knowledge about why and how health education might wish to focus on authenticity in order to provide conditions that create a significant health educating effect for all adolescents, not just for the ones who are already healthy.

The purpose of this paper is to explore the relations of authentic leadership (AL) with employee knowledge sharing behavior and intervening processes.

A correlational study is presented with a sample of 562 workers belonging to diverse Spanish organizations.

The results obtained by means of multiple regression analysis showed positive associations of AL on employees’ knowledge sharing behavior. Specifically, the effect on these employee behaviors was fully mediated by the group innovation climate, and partially by their identification with the workgroup.

Future works should study this association in depth and examine possible differential relationships of AL on diverse types employee knowledge, explicit, and implicit, proposed by Nonaka and Takeuchi (1995).

The study indicates the type of leadership that should be developed in organizations, and the type of processes and environments to foster in the work units to stimulate acts of sharing knowledge among the members.

This is the first study examining innovation group climate and workgroup identification as mediators between AL with employee knowledge sharing behavior.

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.

As conviviality can nurture community social capital, this paper aims to investigate how such capital can give rise to economic behaviour in terms of developing business relationships.

The empirical analysis was based on case studies of Italian businesses recognised as active communities that periodically organise convivial activities to fuel reciprocal collaboration. The case studies were constructed by combining a collection of secondary data, in-depth interviews and participant observations.

This paper shows how: community social capital in convivium emerges from self-narrative stimulated by ritual practices; social trust mobilising a convivial social capital is fuelled by knowledge generated through sharing and empathic relationships; community-based social relations embed business relations and if mediated, community-based business relations can also embed a community business.

The originality of the paper is twofold as it contributes: to understanding how conviviality can be used as a strategic tool for entrepreneurs to develop business relationships from convivial relations; and to finding intersection points between studies on business relationships from social capital and studies on entrepreneurship from community social capital.

This chapter proposes a material-performative storytelling approach to authentic leadership based on Hannah Arendt's notion of action as storytelling and Butler's rework of Arendt's notion as an embodied and material performance. The author argues that stories are expressions of authenticity to the extent that they disclose who people are and create what Arendt called a ‘space of appearance’. He conjectures that authenticity is enacted when people have the ability and commitment to create stories and inscribe themselves in history. Jørgensen concludes that authenticity implies new leadership practices enacted in the spaces between institutions and organisations to deal with societal challenges and suggests that innovative new models are necessary to address these challenges.

Authentic leadership is a popular leadership construct that stimulates considerable scholarly interest and has received substantial attention from practitioners. Among different individual difference variables, there has been a growing interest in studying the connection between emotional intelligence (EI) and authentic leadership; nevertheless, most of the existing literature on this relation was atheoretical and the results for this relation were mixed. Thus, the purpose of this paper is to clarify the relation between EI and authentic leadership.

A meta-analysis was conducted to examine the relation between EI and authentic leadership and the moderators that affect this relation.

The results of the present study indicated that: EI is significantly and positively related to authentic leadership (overall EI: ρ ¯ ˆ = 0.49 ; ability EI: ρ ¯ ˆ = 0.08 ; self-report EI: ρ ¯ ˆ = 0.52 ; mixed EI: ρ ¯ ˆ = 0.49 ); self-report EI and mixed EI have larger associations with authentic leadership than ability EI has; and the relation between EI and authentic leadership does not differ between male-dominated and female-dominated studies.

The present study couches the relation between EI and authentic leadership in theories and identifies important moderators for this relation which explain the heterogeneity in effect sizes for this relation across studies.

The purpose of this paper is to contribute to emerging theory about the role of authenticity in social media use through discussion of a not‐for‐profit organisation's experiences of using social networking to communicate with potential stakeholders during a recruitment campaign.

The paper uses critical discourse analysis of semi‐structured interviews with organisational spokespersons to examine the use of social media by this not‐for‐profit organisation.

The organisation attempted to re‐position its identity to appear “authentic” to potential young stakeholders, and to use social media to build a dialogue that would attract new recruits to the industry. The paper discusses the challenges and opportunities experienced by the not‐for‐profit organisation in this recruitment campaign.

Organisations contemplating the use of social networking sites to engage new audiences can reflect on the problems encountered in the implementation of this campaign, and plan to avoid similar pitfalls.

The study presents original empirical data in relation to social networking by a not‐for‐profit organisation. It demonstrates the importance of audience perceptions of authenticity and raises important questions about organisational “control”, and the expectations of employees carrying out “authenticity work”.