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dc.contributor.authorOwusu Bempah, J.en
dc.contributor.authorAddison, Ramzien
dc.contributor.authorFairweather, John R.en
dc.date.accessioned2012-08-21T23:58:55Z
dc.date.issued2011en
dc.identifier.citationOwusu-Bempah, J., Addison, R. & Fairweather, J (2011). Does follower subjectivity matter in defining authentic leadership? A call for qualitative research. Asia Pacific Journal of Business and Management, 2(2), 1-25.en
dc.identifier.issn1179-626Xen
dc.identifier.urihttps://hdl.handle.net/10182/4799
dc.description.abstractAuthentic leadership (AL) has been proposed as the new leadership paradigm that can meet the demands of today‟s organisations. The AL literature suggests that there are three critical aspects before AL will be bestowed: first the espoused values and actions of authentic leaders must be congruent, second, the expectation of the leaders and the followers must be congruent, and third, the leaders must behave with high moral integrity for the good of their subordinates, the organisation and the community. Since these features of AL involve subjective interpretation before authentic leadership is bestowed, it is likely that evaluations of it vary in different settings. This paper argues that to understand AL is to understand follower subjectivity. On that basis, this paper is calling for more research to explore the meaning of the AL construct from the perspectives of leaders and followers in different contexts. The paper suggests Q method as the preferred approach since it is argued as being robust in the measurement of human subjectivity.en
dc.format.extent1-25en
dc.language.isoenen
dc.publisherUUNZ Institute of Businessen
dc.relationThe original publication is available from - UUNZ Institute of Business - http://hdl.handle.net/10182/4799en
dc.rightsCopyright © The Authors.en
dc.subjectauthentic leadershipen
dc.subjectperceptionen
dc.subjectperception and expectationen
dc.subjectQ methoden
dc.titleDoes follower subjectivity matter in defining authentic leadership? A call for qualitative researchen
dc.typeJournal Article
lu.contributor.unitLincoln Universityen
lu.contributor.unitAgribusiness and Economics Research Uniten
lu.contributor.unitFaculty of Agribusiness and Commerceen
lu.contributor.unitDepartment of Global Value Chains and Tradeen
dc.relation.isPartOfAsia Pacific Journal of Business and Managementen
pubs.issue2en
pubs.organisational-group/LU
pubs.organisational-group/LU/Agribusiness & Economics Research Unit
pubs.organisational-group/LU/Faculty of Agribusiness and Commerce
pubs.organisational-group/LU/Faculty of Agribusiness and Commerce/GVCT
pubs.publication-statusPublisheden
pubs.publisher-urlhttp://hdl.handle.net/10182/4799en
pubs.volume2en


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