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dc.contributor.advisorDeckop, John Raymond
dc.creatorBrown, Jr., David
dc.date.accessioned2021-01-18T20:20:21Z
dc.date.available2021-01-18T20:20:21Z
dc.date.issued2020
dc.identifier.urihttp://hdl.handle.net/20.500.12613/4764
dc.description.abstractLeadership is a critical aspect of organizational success. There have been many leadership styles and models that have emerged from the efforts of both practitioners and researchers. In the early 2000s, authentic leadership offered the potential to be the next prominent leadership style. However, the evolution of the theory never established significant momentum, in part because of the lack of a clear and consistent definition of what it means to be an authentic leader. This is the first study to use a multi-disciplined qualitative approach for evaluating authenticity and leadership. Using grounded theory, this study attempted to revisit authentic leadership by decoupling authenticity from leadership and exploring what it means to be authentic in the context of leadership. Study One used interviews to examine authenticity in leadership by capturing how a diverse group of leaders conceptualize, observe and experience authenticity. The grounded theory analysis revealed themes and construct variables that were consistent with existing authentic leadership literature. In addition, new construct variables of fear and shifting of shared norms emerged to provide further understanding of the relationship between authenticity and leadership. Study One proposed exploring a new conceptual model for high authenticity in leadership. Study Two seeks to refine the conceptual model by further investigating the newly identified construct variables of fear and shifting of shared norms. This will be accomplished by performing a second series of interviews with another sample of leaders. Similar to Study One, a grounded theory approach was used to interpret respondent data and draw conclusions.
dc.format.extent99 pages
dc.language.isoeng
dc.publisherTemple University. Libraries
dc.relation.ispartofTheses and Dissertations
dc.rightsIN COPYRIGHT- This Rights Statement can be used for an Item that is in copyright. Using this statement implies that the organization making this Item available has determined that the Item is in copyright and either is the rights-holder, has obtained permission from the rights-holder(s) to make their Work(s) available, or makes the Item available under an exception or limitation to copyright (including Fair Use) that entitles it to make the Item available.
dc.rights.urihttp://rightsstatements.org/vocab/InC/1.0/
dc.subjectManagement
dc.subjectOrganizational behavior
dc.subjectAuthentic leaders
dc.subjectAuthentic leadership
dc.subjectAuthenticity
dc.titleA transcendent view of what it means to be authentic in the context of leadership
dc.typeText
dc.type.genreThesis/Dissertation
dc.contributor.committeememberAndersson, Lynne Mary
dc.contributor.committeememberWray, Matt, 1964-
dc.contributor.committeememberHill, Ron
dc.description.departmentBusiness Administration/Interdisciplinary
dc.relation.doihttp://dx.doi.org/10.34944/dspace/4746
dc.ada.noteFor Americans with Disabilities Act (ADA) accommodation, including help with reading this content, please contact scholarshare@temple.edu
dc.description.degreeD.B.A.
dc.identifier.proqst14322
dc.creator.orcid0000-0002-0863-9736
dc.date.updated2021-01-14T17:06:53Z
refterms.dateFOA2021-01-18T20:20:21Z
dc.identifier.filenameBrownJr_temple_0225E_14322.pdf


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