Relevant bibliographies by topics / Authentic leadership

Contents

  1. Journal articles
  2. Dissertations / Theses
  3. Books
  4. Book chapters
  5. Conference papers
  6. Reports

Academic literature on the topic 'Authentic leadership'

Author: Grafiati
Published: 4 June 2021
Last updated: 20 February 2023

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Journal articles on the topic "Authentic leadership"

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Morse, Adam. "Authentic Leadership." University of Western Ontario Medical Journal 87, no. 2 (March 12, 2019): 33–34. http://dx.doi.org/10.5206/uwomj.v87i2.1419.

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Hughes, Vickie. "Authentic Leadership." Journal of Christian Nursing 35, no. 2 (2018): E28—E31. http://dx.doi.org/10.1097/cnj.0000000000000491.

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Murphy, Lin G. "Authentic Leadership." JONA: The Journal of Nursing Administration 42, no. 11 (November 2012): 507–12. http://dx.doi.org/10.1097/nna.0b013e3182714460.

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Eriksen, Matthew. "Authentic Leadership." Journal of Management Education 33, no. 6 (June 22, 2009): 747–71. http://dx.doi.org/10.1177/1052562909339307.

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Gunderman, Richard B., and Mario Maas. "Authentic Leadership." Journal of the American College of Radiology 11, no. 5 (May 2014): 518–19. http://dx.doi.org/10.1016/j.jacr.2013.11.002.

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Champy, Jim. "Authentic leadership." Leader to Leader 2009, no. 54 (September 2009): 39–44. http://dx.doi.org/10.1002/ltl.363.

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Harrison, Penny. "Authentic nursing leadership." Gastrointestinal Nursing 20, no. 5 (June 2, 2022): 50. http://dx.doi.org/10.12968/gasn.2022.20.5.50.

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Min, Donghwa, and Dongil Jung. "A Critical Review of the Concept of Authentic Leadership." Korean Academy of Management 30, no. 4 (November 30, 2022): 129–74. http://dx.doi.org/10.26856/kjom.2022.30.4.129.

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Authentic leadership has been one of the most widely researched theories in the study of leadership over the past 20 years, and many scholars have derived a variety of notable results through research. However, many other scholars have pointed out several problems in the existing research that the concept of authentic leadership is not theoretically clear and measurement does not accurately reflect reality. In this situation, in order to find out why authentic leadership cannot be free from these criticisms, this study conducted a critical review of widely distributed authentic leadership studies. First, 184 authentic leadership studies listed in SSCI and SCOPS were reviewed for critical analysis, and the evolution of authentic leadership was examined based on Reichers & Schneider’s three-stage model for the evolution of constructs( 1990) as a theoretical framework. As a result of the analysis, it was found that authentic leadership’s definition was accepted without a conceptual consensus process, and the definition of authentic leadership presented from another perspective was not theoretically integrated. In addition, applying the authentic person mainly used in psychology to leadership mechanically did not properly reflect the context in which leaders operate, and some unrealistic factors were incorporated into the definition. Based on these potential problems, we presented to integrate a more comprehensive perspective based on theories in various fields, and qualitative studies to understand the realistic concept of authentic leadership recognized by followers. We also presented the development of new measurement tools after the concept of more realistic authentic leadership was established.
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Ribeiro, Neuza, Ana Patrícia Duarte, Rita Filipe, and Rui Torres de Oliveira. "How Authentic Leadership Promotes Individual Creativity: The Mediating Role of Affective Commitment." Journal of Leadership & Organizational Studies 27, no. 2 (April 23, 2019): 189–202. http://dx.doi.org/10.1177/1548051819842796.

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This study sought to provide a more comprehensive understanding of how authentic leadership can affect employees’ individual creativity through affective commitment’s mediating role. The sample included 177 leader–follower dyads from 26 private, small- and medium-sized enterprises. Followers reported their levels of affective commitment and perceptions of authentic leadership, and leaders assessed each follower’s level of creativity. The results show that authentic leadership has a positive impact on affective commitment and creativity. Moreover, affective commitment fully mediates the relationship between perceived authentic leadership and individual creativity. Organizations can thus increase employees’ affective commitment and creativity by encouraging their managers to adopt more authentic leadership styles. Additional studies with larger samples are needed to determine more clearly not only authentic leadership’s influence on individual creativity but also other psychosocial and personal variables’ effects on that relationship.
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Kamau, Joyce. "Credible–Authentic Leadership Principles." European Journal of Business and Management Research 7, no. 5 (October 7, 2022): 6–10. http://dx.doi.org/10.24018/ejbmr.2022.7.5.1661.

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Credibility and authenticity in leadership are two crucial values that determine both the leader's and follower’s effectiveness. With the current global changes and emerging trends in the business environment, credible and authentic leadership is indeed the next organization's unique competitive advantage. As most leadership authors have noted, the influence a leader has on his/her followers is dependent on their personal credibility. In an era characterized by leaders giving empty promises, exuding greed and other practices of moral decadency, emphasis on credible and authentic leadership come in handy to restore hope, confidence and optimism in leadership. It’s very clear from the available literature that credible and authentic leadership has a significant effect on a leader’s effectiveness as well as that of his/her followers. This paper seeks to explicate various principles that enable leaders to develop credibility and authenticity. The paper has also analyzed various discussions on leadership credibility & authenticity and concluded that developing and strengthening leadership credibility and authenticity is an ongoing process.
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Dissertations / Theses on the topic "Authentic leadership"

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Bartsch, Marvin, Juliana Arcoverde Mansur, and Tommaso Ramus. "Authentic leadership revisited: an empirical study of morality in authentic leadership." reponame:Repositório Institucional do FGV, 2018. http://hdl.handle.net/10438/24621.

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Submitted by Marvin Bartsch (marvin.bartsch@gmx.net) on 2018-08-20T20:15:14Z No. of bitstreams: 1 Dissertação mestrado_Marvin Bartsch.pdf: 892003 bytes, checksum: 134313d75a11d56e773596c50dfac63e (MD5)
Approved for entry into archive by Janete de Oliveira Feitosa (janete.feitosa@fgv.br) on 2018-08-21T12:42:01Z (GMT) No. of bitstreams: 1 Dissertação mestrado_Marvin Bartsch.pdf: 892003 bytes, checksum: 134313d75a11d56e773596c50dfac63e (MD5)
Made available in DSpace on 2018-08-27T18:03:58Z (GMT). No. of bitstreams: 1 Dissertação mestrado_Marvin Bartsch.pdf: 892003 bytes, checksum: 134313d75a11d56e773596c50dfac63e (MD5) Previous issue date: 2018-06-19
Objetivo – O objetivo deste trabalho é de empiricamente avaliar o papel da moralidade no conceito de liderança autêntica. Metodologia – Para tal, foi criado um questionário experimental no qual foram examinados os efeitos que os dois conceitos de autenticidade e moralidade têm na perceção de efetividade de um líder. Resultados – Prioritariamente os resultados mostram que há uma diferença insignificante entre lideres inautênticos mas moralmente corretos e lideres autênticos mas imorais na perceção de efetividade de um líder. Aplicabilidade do trabalho – Os resultados do estudo sugerem que lideres imorais por norma não devem ser excluídos do conceito de liderança autêntica. Originalidade – Para o nosso conhecimento, este é o primeiro trabalho que examina o papel da moralidade na liderança autêntica ao relacionar os dois conceitos para a perceção de efetividade de um líder.
Purpose – The purpose of this work is to empirically evaluate the role of morality in the authentic leadership construct. Design/methodology/approach – To do so, a survey experiment was created that examines the effects of the two concepts of authenticity and morality on perceived leader effectiveness. Findings – Most importantly the results have shown that there is an insignificant difference between inauthentic but moral leaders and authentic but immoral leaders in perceived leader effectiveness. Practical implications – The findings of the study suggest that immoral leaders should not be generally excluded from authentic leadership constructs. Originality – To our knowledge, this is the first study that examines the role of morality in authentic leadership by relating the two concepts to perceived leader effectiveness.
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Nichols, Thomas W. "Authentic Transformational Leadership and Implicit Leadership Theories." Thesis, University of North Texas, 2008. https://digital.library.unt.edu/ark:/67531/metadc9056/.

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Transformational leadership describes a leader who motivates followers to performance beyond expectations, but it has often been attacked for its potential to be abused. A newer form of leadership has been proposed, that of authentic leadership. Authentic leadership is an over-arching concept that proposes to include transformational leadership and all positive forms of leadership. At the heart of authentic leadership is the concept of ethicality. The concept of authenticity may contribute to the transformational leadership paradigm, producing an ideal form of leadership. Authentic leadership may not be an over-arching form of leadership, but one suited particularly to transformational leadership. I propose that authentic transformational leadership resides in leaders' and followers' implicit leadership theories. This experiment addresses authentic transformational leadership and the role of implicit leadership theories in directing leader behavior. A model is developed that outlines the relationship between authentic transformational leadership and implicit leadership theories, including the separate implicit theories of leader and follower, leader-member exchange (LMX), and leader effectiveness. Hypotheses concerning these relationships are developed. The study is experimental, using WebCT as a delivery tool. Scenario-based surveys were developed to collect data, using both known measures and measures developed specifically for this experiment. Two pilot studies were conducted to test the soundness of the delivery tool and the validity of the constructed scenarios and measures, which largely supported the hypotheses. In the main study, all hypotheses were supported with the exception of one. The results of the unsupported hypothesis, however, suggest authentic transformational leadership may be an ideal form of leadership. There are several contributions to the literature made by this study. The first contribution is the development of authentic transformational leadership as an ideal form of leadership. Second, the development of both follower and leader implicit leadership theories and their relationship to authentic transformational leadership is studied through leader effectiveness, a concept not previously researched. Lastly, the role of a follower's implicit leadership theory and its effects on a leader are examined, a notion that is largely under-researched.
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Nichols, Thomas W. Goodwin Vicki Lynne. "Authentic transformational leadership and implicit leadership theories." [Denton, Tex.] : University of North Texas, 2008. http://digital.library.unt.edu/permalink/meta-dc-9056.

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Wood, Gabrielle M. "Authentic leadership do we really need another leadership theory? /." Fairfax, VA : George Mason University, 2007. http://hdl.handle.net/1920/2921.

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Thesis (Ph. D.)--George Mason University, 2007.
Title from PDF t.p. (viewed Jan. 22, 2008). Thesis director: Stephen J. Zaccaro. Submitted in partial fulfillment of the requirements for the degree of Doctor of Philosophy in Psychology. Vita: p. 118-119. Includes bibliographical references (p. 109-117). Also available in print.
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Skjei, Susan. "Authentic leadership moments| A mindful inquiry." Thesis, Fielding Graduate University, 2015. http://pqdtopen.proquest.com/#viewpdf?dispub=3680274.

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The purpose of this study was to illuminate leaders' lived experience of authentic leadership moments—those moments when leaders respond with increased authenticity, despite the challenges they face. The literature on authenticity, transformative learning, leadership, and Buddhism provided useful insights into this phenomenon.

Using a mindful inquiry method focusing on phenomenology, hermeneutics, and Buddhism (Bentz & Shapiro, 1998), 10 participants were interviewed about their experience of authentic leadership moments. Five phenomenological themes were identified: (a) abiding in ambiguity, (b) listening to the body, (c) opening to possibilities, (d) communicating with honesty and vulnerability, and (e) acting with integrity and courage. Descriptions of participants' inauthentic moments helped enhance the understanding of these themes and clarified the experience of authentic moments. Prior to the moment itself, leaders faced situational and personal challenges, acknowledged their fear and hesitation, made a commitment or decision to work with the challenge(s), and prepared for the moment in a variety of ways. The analysis also showed that after the moment, leaders experienced a positive impact on their self-esteem, their relationships, and the organizations they served.

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CUNHA, ERICA BAHIENSE DE ALBUQUERQUE E. "AUTHENTIC LEADERSHIP AND CREATIVITY: ANTECEDENTS AND EFFECTS." PONTIFÍCIA UNIVERSIDADE CATÓLICA DO RIO DE JANEIRO, 2014. http://www.maxwell.vrac.puc-rio.br/Busca_etds.php?strSecao=resultado&nrSeq=24256@1.

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PONTIFÍCIA UNIVERSIDADE CATÓLICA DO RIO DE JANEIRO
COORDENAÇÃO DE APERFEIÇOAMENTO DO PESSOAL DE ENSINO SUPERIOR
PROGRAMA DE SUPORTE À PÓS-GRADUAÇÃO DE INSTS. DE ENSINO
Este estudo investigou a relação entre o estilo de liderança autêntica, a criatividade e o desempenho na tarefa. A amostra utilizada na pesquisa foi composta por 194 indivíduos, sendo 131 subordinados e 63 gestores. Verificou-se que os líderes autênticos favorecem um ambiente propício para a criatividade e o desempenho individual dos seus seguidores. O estilo de liderança autêntica também teve efeito significativo no empowerment psicológico e na potência do grupo. O empowerment psicológico configurou-se como um antecedente significativo da criatividade, que, por sua vez, caracterizou-se como um antecedente do desempenho na tarefa. Não foram observados, na amostra analisada, efeitos da potência do grupo nos demais constructos pesquisados. Ainda, foi conduzido um estudo exploratório com o objetivo de averiguar os antecedentes da liderança autêntica e da criatividade no grupo de trabalho. Neste estudo exploratório, verificou-se que os dados demográficos e os fatores de personalidade dos líderes investigados não apresentaram efeitos significativos na liderança autêntica. A criatividade do grupo teve como principal preditor a liderança autêntica. As implicações teóricas, práticas e gerenciais dos resultados encontrados nesta pesquisa são apresentados.
This study investigated the relationship between authentic leadership, creativity and task performance. The sample size consisted of 194 individuals, with 63 managers and 131 subordinates. It was found that authentic leaders foster an environment conducive to creativity and individual performance of their followers. The authentic leadership style also had significant effect on psychological empowerment and group potency. Psychological empowerment was configured as a significant antecedent of creativity, which, in turn, was characterized as an antecedent of task performance. No effects of group potency in the other constructs studied were observed in the analyzed sample. Moreover, an exploratory study aiming to investigate the antecedents of authentic leadership and group creativity was conducted. In this exploratory study, it was found that leader s demographics and personality traits investigated showed no significant effects on authentic leadership. Group creativity had as main predictor the authentic leadership style. The theoretical, practical and managerial implications of these findings are presented.
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Wilken, Eric M. "Authentic LGBT Leadership: Being `Out Isn't Enough'." Marietta College Honors Theses / OhioLINK, 2018. http://rave.ohiolink.edu/etdc/view?acc_num=marhonors1524662338719119.

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Smith, Nicole K. "Authentic Leadership can be Measured Within Organizations Through the use of Leadership Assessment Centers: A Factor Analytic Study of the Authentic Leadership Construct." Kent State University Honors College / OhioLINK, 2016. http://rave.ohiolink.edu/etdc/view?acc_num=ksuhonors1481584672777606.

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Söderlund, Anna, and Josefine Wennerholm. "The Complexity of Authentic Leadership : An interdisciplinary study with mixed methods about the relationship between gender and authentic leadership." Thesis, Uppsala universitet, Institutionen för samhällsbyggnad och industriell teknik, 2021. http://urn.kb.se/resolve?urn=urn:nbn:se:uu:diva-448533.

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Authenticity is a philosophical and psychological concept with origin in Greek philosophy that means being true to oneself. The twenty-first-century corporations' increased complexity and multiple cooperate scandals have created a demand for application of the concept of authenticity into leadership – resulting in the concept of authentic leadership. Authentic leadership is something leaders should strive for since it shows to have a significant impact on work engagement, team effectiveness, financial performance, and work satisfaction, to name a few. Due to the many advantages of authentic leadership, multiple measurement tools have been created to identify and measure the authenticity in leaders. The idea of authentic leadership to be a measurable concept has received criticism and acknowledgment within the research field. Even though research states that authentic leadership is gendered, there is no consideration of gender in the existing measurement tools for authentic leadership. Men and women meet different conditions in life, careers, and as leaders, and due to the long history of male leaders, the norm of leadership builds on the male gender. The purpose of this study is three folded: Firstly, the study aims to understand how authenticity in leaders can be identified. Secondly, the circumstances that affect authentic leadership development will be explored. And lastly, the relationship between gender and authentic leadership development will be investigated. To fulfill the purpose, mixed methods have been applied. Six qualitative interviews chosen with theoretical and snowball sampling have been performed. Based on the learnings from the literature review and interviews, a quantitative questionnaire has been sent out to 327 persons. The study's findings show that identifying authenticity can be accomplished by different approaches: Questionnaire, in-depth interviews, and through a feeling. The circumstances that affect authentic leadership development are dependent on the formations of the factors and a person's level of self-awareness. Lastly, authentic leadership is challenging for both men and women since the male prototype of leaders can hinder both genders.
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Petzer, Liane. "The relationship between authentic leadership and employee performance." Thesis, Rhodes University, 2018. http://hdl.handle.net/10962/59467.

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The impact of a leader on his or her followers has been a topic of much research and therefore organizations, including the financial services sector in South Africa, are placing more and more emphasis on what this leadership construct looks like. Research suggests that Authentic Leadership might be a new kind of leadership approach that the world is looking for. This study aims to establish the possible relationship between an authentic leader and the impact the leader’s behaviour has on the performance of his or her employee. The study further attempts to establish if satisfaction can play a mediating role in the relationship between authentic leadership and the performance of an employee. The research used two established research instruments, namely the Authentic Leadership Questionnaire (ALQ), as well as a section of Freese and Schalk’s (2008) psychological contract questionnaire relating to satisfaction specifically. Respondents were also requested to indicate their most recent performance rating. The study was conducted within the financial sector based in the Eastern and Southern Cape with a total population of 1077 employees across all business units, job grades, race, age, education and gender. The study established a significant positive relationship between authentic leadership and employee performance. A further significant positive relationship was established between authentic leadership and satisfaction. However, no relationship could be established between satisfaction and performance, thereby indicating that satisfaction was not a mediator of the relationship between authentic leadership and employee performance. In conclusion, recommendations for management practice and for further research are made.
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Books on the topic "Authentic leadership"

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George, Bill. Authentic Leadership. New York: John Wiley & Sons, Ltd., 2003.

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Cotter-Lockard, Dorianne, ed. Authentic Leadership and Followership. Cham: Springer International Publishing, 2018. http://dx.doi.org/10.1007/978-3-319-65307-5.

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Winston, Bruce E., ed. Transparent and Authentic Leadership. Cham: Springer International Publishing, 2021. http://dx.doi.org/10.1007/978-3-030-61996-1.

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Kets de Vries, Manfred F. R. The Path to Authentic Leadership. Cham: Springer International Publishing, 2023. http://dx.doi.org/10.1007/978-3-031-04699-5.

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Authentic leadership: Courage in action. San Francisco: Jossey-Bass Publishers, 1993.

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P, Campbell David, ed. Building an authentic leadership image. Greensboro, N.C: Center for Creative Leadership, 2008.

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Advances in authentic and ethical leadership. Charlotte, NC: Information Age Pub. Inc., 2014.

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Authentic leadership: Clashes, convergences and coalescences. Cheltenham, UK: Edward Elgar, 2013.

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Peter, Sims, ed. True north: Discover your authentic leadership. San Francisco, CA: Jossey-Bass, 2007.

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Authentic pastor, authentic leadership: A third person perspective on restoring the church. Lanham, Maryland: Hamilton Books, 2012.

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Book chapters on the topic "Authentic leadership"

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Zehndorfer, Elesa. "Authentic Leadership." In Leadership, 177–202. Second Edition. | New York : Routledge, 2020.: Routledge, 2020. http://dx.doi.org/10.4324/9781003011507-9.

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Adarves-Yorno, Inmaculada. "Authentic Leadership." In Global Encyclopedia of Public Administration, Public Policy, and Governance, 359–65. Cham: Springer International Publishing, 2018. http://dx.doi.org/10.1007/978-3-319-20928-9_2198.

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Adarves-Yorno, Inmaculada. "Authentic Leadership." In Global Encyclopedia of Public Administration, Public Policy, and Governance, 1–7. Cham: Springer International Publishing, 2016. http://dx.doi.org/10.1007/978-3-319-31816-5_2198-1.

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Arar, Khalid, and Izhar Oplatka. "Authentic Leadership." In Advanced Theories of Educational Leadership, 127–40. Cham: Springer International Publishing, 2022. http://dx.doi.org/10.1007/978-3-031-14510-0_9.

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Umbach, Maiken, and Mathew Humphrey. "Authentic Leadership." In Authenticity: The Cultural History of a Political Concept, 67–93. Cham: Springer International Publishing, 2017. http://dx.doi.org/10.1007/978-3-319-68566-3_4.

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Thompson, Neil. "Authentic leadership." In The Authentic Leader, 166–80. London: Macmillan Education UK, 2016. http://dx.doi.org/10.1007/978-1-137-47268-7_9.

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Gardiner, Rita A. "Authentic Leadership." In Gender, Authenticity and Leadership, 10–38. London: Palgrave Macmillan UK, 2015. http://dx.doi.org/10.1057/9781137460455_2.

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Marques, Joan, Satinder Dhiman, and Jerry Biberman. "Authentic Leadership." In Managing in the Twenty-first Century, 1–77. New York: Palgrave Macmillan US, 2011. http://dx.doi.org/10.1057/9780230116719_1.

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Ofori, George, and Shamas-ur-Rehman Toor. "Authentic leadership." In Leadership in the Construction Industry, 60–76. First edition. | Abingdon, Oxon ; New York : Routledge/Taylor & Francis Group, 2021.: Routledge, 2021. http://dx.doi.org/10.4324/9781003038757-4.

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Thompson, Neil. "Leadership praxis." In The Authentic Leader, 131–46. London: Macmillan Education UK, 2016. http://dx.doi.org/10.1007/978-1-137-47268-7_7.

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Conference papers on the topic "Authentic leadership"

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Waruwu, Nurdelima, Mukhneri Mukhtar, and Sukro Muhab. "Principal Authentic Leadership Survey." In 4th International Conference on Research of Educational Administration and Management (ICREAM 2020). Paris, France: Atlantis Press, 2021. http://dx.doi.org/10.2991/assehr.k.210212.103.

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Yasmin, Zafira, Budi Santoso, and Yana Setiawan. "Authentic Leadership and Employee Performance." In 5th Global Conference on Business, Management and Entrepreneurship (GCBME 2020). Paris, France: Atlantis Press, 2021. http://dx.doi.org/10.2991/aebmr.k.210831.121.

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Samsudin, Agus, Nopriadi Saputra, and Sri Bramantoro Abdinegoro. "Authentic Leadership, Work Engagement and Performance." In The International Conference on Business and Management Research (ICBMR 2020). Paris, France: Atlantis Press, 2020. http://dx.doi.org/10.2991/aebmr.k.201222.040.

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Komariah, Aan. "Authentic Leadership for Conducive Madrasa Climate." In 6th International Conference on Educational, Management, Administration and Leadership. Paris, France: Atlantis Press, 2016. http://dx.doi.org/10.2991/icemal-16.2016.33.

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Zhou Leilei and Guan Peilan. "Authentic leadership and organizational citizenship behavior." In 2009 International Conference on Test and Measurement (ICTM). IEEE, 2009. http://dx.doi.org/10.1109/ictm.2009.5412946.

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Dogaru, Gicu-Valentin. "Authentic Leadership, Requirement for Trade Unions in Education." In International Conference Innovative Business Management & Global Entrepreneurship. LUMEN Publishing, 2020. http://dx.doi.org/10.18662/lumproc/ibmage2020/07.

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The theme of leadership, as much as it has been studied, remains so inexhaustible, the general need to identify those people and styles that lead to good results and that ensure a pleasant working climate. In this context, we considered useful an approach to authentic leadership but applied to trade unions. It may seem like a paradox at first glance, and maybe, for this reason, the topic of union leadership has not been explored much. In the present study, we want to highlight, in general, the perception of teachers about the need for authentic leadership in trade unions in pre-university education in Romania. The need for knowledge of leadership styles, values on which each of them is based, and dangers and the possibility of the emergence of flawed forms, determined this first exploration. The conclusions show that union members appreciate the need for authentic leadership in trade unions in the education system, which can have a positive influence on the educational process.
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Intesarach, Ratikorn, and Pittawat Ueasangkomsate. "Conceptualization and Research Trends on Authentic Leadership." In 2021 Joint International Conference on Digital Arts, Media and Technology with ECTI Northern Section Conference on Electrical, Electronics, Computer and Telecommunication Engineering. IEEE, 2021. http://dx.doi.org/10.1109/ectidamtncon51128.2021.9425775.

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Komariah, Aan. "Personality Traits as Predictors of Authentic Leadership." In 2015 International Conference on Innovation in Engineering and Vocational Education. Paris, France: Atlantis Press, 2016. http://dx.doi.org/10.2991/icieve-15.2016.17.

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Jaworski, Mariusz. "Moral Aspect Of Authentic Leadership In Dietetics Students." In ICEEPSY 2019 - 10th International Conference on Education and Educational Psychology. Cognitive-Crcs, 2019. http://dx.doi.org/10.15405/epsbs.2019.11.43.

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Suhartanto, Paulus Eddy, Markus Hartono, and Frikson Sinambela. "Perceptions of Communication Organizational - Family and Authentic Leadership." In International Conference on Psychological Studies (ICPSYCHE 2020). Paris, France: Atlantis Press, 2021. http://dx.doi.org/10.2991/assehr.k.210423.051.

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Reports on the topic "Authentic leadership"

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IL-76 SOVIET AND RUSSIAN HEAVY MILITARY TRANSPORT AIRCRAFT, DEVELOPED IN THE ILYUSHIN DESIGN BUREAU UNDER THE PROJECT AND UNDER THE LEADERSHIP OF ACADEMICIAN G. V. NOVOZHILOV. SIB-Expertise, May 2021. http://dx.doi.org/10.12731/er0438.18052021.

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Abstract:
The electronic textbook is intended for the development of communicative competence based on educational texts using authentic audio materials on the military specialty, improving the skills of conducting conversations on professionally-oriented topics. The electronic textbook contributes to the repetition and systematization of the studied lexical and grammatical material, the formation of cadets ' basic skills of working with texts of the military specialty, as well as speaking skills based on the introduced lexical material.
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