Rethinking authentic leadership: An alternative approach based on dynamic processes of active identity, self-regulation, and ironic processes of mental control

Abstract

Abstract Despite its popularity, authentic leadership remains enigmatic, with both advantages and disadvantages. The connection between authenticity (an internal process) and leadership (an external influence process) is complex. We introduce a theory that connects these processes through self-regulation, suggesting that authenticity results from managing multiple identities regulated by factors such as active self-identity. Using ironic processes theory, we propose a model that encourages leaders to focus on their active self rather than suppressing misaligned aspects. We present authenticity as a dynamic process, adaptable across individual, relational, and collective levels, with self-identity shifting contextually. This perspective offers insights into developing leader authenticity, addresses the limitations of the authentic leadership approach, and provides a roadmap for future research.

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