Authentic leadership and mindfulness development through action learning

Louis Baron

117 citations0/0 files storedJournal of Managerial Psychology

No readable copy stored yet — this record is metadata only.

No open-access location is known for this record yet.

Literature note Cite in a project Citation map

Organizational Learning and Leadership Coaching Methods and Impact Ego Development and Educational Practices

Abstract

Purpose – The purpose of this paper is to evaluate a three-year training program based on action learning principles with regard to its effectiveness in fostering authentic leadership (AL) and mindfulness among the participants. Design/methodology/approach – Data were obtained using a mixed-method design. Quantitative data were collected using a quasi-experimental sequential cohort design with comparison group, in which 143 participants responded to a self-evaluation questionnaire up to six times over a three-year period. Semi-structured interviews were also conducted with 24 managers. Findings – The results indicate that, as participants evolved through the leadership development program, self-reports of AL and mindfulness increased significantly and linearly as determined using repeated measures ANOVA, pairedt-tests, and content analysis of interviews. Practical implications – The results suggest that a leadership development program based on action learning principles can foster the development of AL and mindfulness. The core elements of action learning (i.e. working on real problems, gaining new insights in a supportive and confrontational environment of one’s peer) appear to be key to bringing about real changes in the behavior of participating managers and maximizing the chances of generating lasting effects. Originality/value – This is the first longitudinal study to demonstrate that the development of mindfulness and AL – which calls for internalization of attitudes and behaviors – can be fostered by a leadership development program. The question of whether AL can be developed through planned interventions is paramount for advancing theory and research on AL.

Paper brief

Loading…

Cite this work

Citation unavailable for this work.

BibTeX RIS CSL-JSON

No public copy is stored for this record, so only the metadata is cited.

Citations in this library

Citation map →

Stored only when both papers are in the corpus — 117 citations exist upstream.

References

2003The benefits of being present: Mindfulness and its role in psychological well-being.2008Full Catastrophe Living: Using the Wisdom of Your Body and Mind to Face Stress, Pain, and Illness 2005Authentic leadership development: Getting to the root of positive forms of leadership 2007Authentic Leadership: Development and Validation of a Theory-Based Measure†2005“Can you see the real me?” A self-based model of authentic leader and follower development 2011Authentic leadership: A review of the literature and research agenda 1996Organizational Learning II 2005Identity, deep structure and the development of leadership skill

Cited by

2022A Comprehensive Meta-Analyses of the Nomological Network of Psychological Capital (PsyCap)2018Authentic Leadership: Getting Back to the Roots of the ‘Root Construct’?2019Be(com)ing Real: a Multi-source and an Intervention Study on Mindfulness and Authentic Leadership 2018Facets of narcissism and leadership: A tale of Dr. Jekyll and Mr. Hyde?2018Mindfulness and leadership flexibility

Explore the map →

Papers that cite the same references — the relational fallback while embeddings are still backfilling.

Imported from OpenAlex (CC0) — nothing here is generated.