|
Sign In to gain access to subscriptions and/or personal tools.
|
Authentic Leadership: Development and Validation of a Theory-Based Measure
Fred O. Walumbwa
School of Global Management and Leadership, Arizona State University, Phoenix, AZ 85069-7100, Fred.Walumbwa{at}asu.edu
Bruce J. Avolio
College of Business Administration, Gallup Leadership Institute, University of Nebraska-Lincoln, Lincoln, NE 68588-0497
William L. Gardner
Institute for Leadership Research, Texas Tech University, Lubbock, TX 79409-2101
Tara S. Wernsing
College of Business Administration, Gallup Leadership Institute, University of Nebraska-Lincoln, Lincoln, NE 68588-0497
Suzanne J. Peterson
School of Global Management and Leadership, Arizona State University, Phoenix, AZ 85069-7100
This study developed and tested a theory-based measure of authentic leadership using five separate samples obtained from China, Kenya, and the United States. Confirmatory factor analyses supported a higher order, multidimensional model of the authentic leadership construct (the Authentic Leadership Questionnaire [ALQ]) comprising leader self-awareness, relational transparency, internalized moral perspective, and balanced processing. Structural equation modeling (SEM) demonstrated the predictive validity for the ALQ measure for important work-related attitudes and behaviors, beyond what ethical and transformational leadership offered. Finally, results revealed a positive relationship between authentic leadership and supervisor-rated performance. Implications for research and practice are discussed.
Key Words: authentic leadership construct validation leadership development measurement development
Journal of Management, Vol. 34, No. 1,
89-126 (2008)
DOI: 10.1177/0149206307308913

CiteULike Connotea Del.icio.us Digg Reddit Technorati What's this?
This article has been cited by other articles:

|
 |

|
 |
 
A. Ardichvili and D. Jondle
Integrative Literature Review: Ethical Business Cultures: A Literature Review and Implications for HRD
Human Resource Development Review,
June 1, 2009;
8(2):
223 - 244.
[Abstract]
[PDF]
|
 |
|

|
 |

|
 |
 
R. Clapp-Smith, G. R. Vogelgesang, and J. B. Avey
Authentic Leadership and Positive Psychological Capital: The Mediating Role of Trust at the Group Level of Analysis
Journal of Leadership and Organizational Studies,
February 1, 2009;
15(3):
227 - 240.
[Abstract]
[PDF]
|
 |
|

|
 |

|
 |
 
W. Kupers and J. Weibler
Inter-leadership: Why and How Should We Think of Leadership and Followership Integrally?
Leadership,
November 1, 2008;
4(4):
443 - 475.
[Abstract]
[PDF]
|
 |
|

|
 |

|
 |
 
A. Ardichvili and S. V. Manderscheid
Emerging Practices in Leadership Development: An Introduction
Advances in Developing Human Resources,
October 1, 2008;
10(5):
619 - 631.
[Abstract]
[PDF]
|
 |
|

|
 |

|
 |
 
D. Mazutis and N. Slawinski
Leading Organizational Learning Through Authentic Dialogue
Management Learning,
September 1, 2008;
39(4):
437 - 456.
[Abstract]
[PDF]
|
 |
|
|
|