Authentic leadership: A review of the literature and research agendaWilliam L. Gardner, Claudia C. Cogliser, Matthew Dickens2011-10-25articleThe Leadership Quarterly1,338 citationsclosedNo readable copy stored yet — this record is metadata only.Job Satisfaction and Organizational BehaviorLeadership and Management in OrganizationsEmployee Performance and LeadershipAbstractNo abstract was published for this record.Citations in this libraryStored only when both papers are in the corpus — 1,338 citations exist upstream.References2003Common method biases in behavioral research: A critical review of the literature and recommended remedies.1986Self-Reports in Organizational Research: Problems and Prospects1997Motivation and Personality1992Universals in the Content and Structure of Values: Theoretical Advances and Empirical Tests in 20 Countries1987Leadership and Performance beyond Expectations1995Relationship-based approach to leadership: Development of leader-member exchange (LMX) theory of leadership over 25 years: Applying a multi-level multi-domain perspective2007POSITIVE PSYCHOLOGICAL CAPITAL: MEASUREMENT AND RELATIONSHIP WITH PERFORMANCE AND SATISFACTION1999An Organizational Learning Framework: From Intuition to InstitutionCited by2013Leadership theory and research in the new millennium: Current theoretical trends and changing perspectives2016A meta-analytic review of authentic and transformational leadership: A test for redundancy2018Taking Stock of Moral Approaches to Leadership: An Integrative Review of Ethical, Authentic, and Servant Leadership2011The Authentic Leadership Inventory (ALI): Development and empirical tests2014Leadership as social identity management: Introducing the Identity Leadership Inventory (ILI) to assess and validate a four-dimensional model2012Authentic Leadership, Authentic Followership, Basic Need Satisfaction, and Work Role Performance2015Reviewing Leadership Styles: Overlaps and the Need for a New ‘Full‐Range’ Theory2019Warning for excessive positivity: Authentic leadership and other traps in leadership studies