Governing ourselves before governing others: An investigation of authentic leadership

by Cameron, Robert K., Ph.D., CAPELLA UNIVERSITY, 2007, 228 pages; 3283999


Authentic leadership is becoming a prevalent focus area for new thinking in leadership after the colossal corporate failures in leadership experienced at the beginning of this century. To this end, authenticity in leadership has been proposed as the fundamental root construct of all positive psychology-based forms of leadership such as transformational and servant. This study proposes that authenticity is constitutive to all effective antecedents to leadership, follower-ship, and highly effective teams. As such, authenticity is a hegemonic core construct that is foundational to what makes humans, and ultimately entire organizations, sustainable in their effectiveness. Increasing authenticity within leaders fosters increasing effectiveness of followers through modeling as well increased states of trust between the leader and follower. Trust, in this sense, is the lubrication for all highly effective systems of human activities whatever they might be.

AdviserJohn L. Whitlock
Source TypeDissertation
SubjectsManagement; Organizational behavior
Publication Number3283999

About ProQuest Dissertations & Theses
With nearly 4 million records, the ProQuest Dissertations & Theses (PQDT) Global database is the most comprehensive collection of dissertations and theses in the world. It is the database of record for graduate research.

PQDT Global combines content from a range of the world's premier universities - from the Ivy League to the Russell Group. Of the nearly 4 million graduate works included in the database, ProQuest offers more than 2.5 million in full text formats. Of those, over 1.7 million are available in PDF format. More than 90,000 dissertations and theses are added to the database each year.

If you have questions, please feel free to visit the ProQuest Web site - - or contact ProQuest Support.