1993:

Terry, R. W. (1993). Authentic leadership: Courage in Action. San Francisco, CA:

Jossey-Bass.

1998:
Cashman, K. (1998). Five touchstones of authentic leadership. Management Review. 87(7)

1999:
Bass, B., & Steidlmeier, P. (1999, Summer). Ethics, character, and authentic transformational
leadership behavior. The Leadership Quarterly, 10(2), 181-217.

2001:
Begley, P. (2001). In pursuit of authentic school leadership practices. Leadership in Education.
4(4), 353-365.

Ruderman, M., & Rogolsky, S. (2001). Getting real, how to lead authentically.
Leadership in Action. 21(3), 3-7

2002:

Harter, J. K., Schmidt, F. L., & Hayes, T. L. 2002. Business-unit-level relationship between
employee satisfaction, employee engagement, and business outcomes: A meta-analysis.
Journal of Applied Psychology, 87(2), 268-279.

Luthans, F. (2002). The need for and meaning of positive organizational behavior
Journal of Organizational Behavior. 23(?), 695–706

2003:
George, B. (2003). Authentic leadership: Rediscovering the secrets to creating lasting value. San
Francisco, CA: Jossey-Bass
Authentic leaders genuinely desire to serve others through their leadership. They are more
interested in empowering the people they lead to make a difference than they are in
power, money, or prestige for themselves. They are as guided by the qualities of the heart, by
passion, and compassion, as they are by qualities of the mind.

Kernis, M. H. (2003). Toward a conceptualization of optimal self-esteem. Psychological

Inquiry, 14(1), 1-14.
Luthans, F., & Avolio, B. J. (2003). Authentic leadership development. In K. S. Cameron, J. E.
Dutton, & R. E. Quinn (Eds.), Positive organizational scholarship (pp. 241-261). San Francisco,
CA: Berrett-Koehler.
Authentic leadership in organizations is ―a process that draws from both positive psychological
capacities and a highly developed organizational context, which results in both greater self-
awareness and self-regulated positive behavior on the part of leaders and associates, fostering
positive self-development

May, D. R., Chan, A. Y. L., Hodges, T. D., & Avolio, B. J. (2003). Developing the moral
component of authentic leadership. Organizational Dynamics, 32(3), 247–260.
Authentic leadership is ultimately about the leader knowing him- or herself, and being
transparent in linking inner desires, expectations, and values to the way the leader behaves every
day, in each and every interactioShamir & Eilam (2005) Our definition of authentic leaders
implies that authentic leaders can be distinguished from less authentic or inauthentic leaders by
four self-related characteristics: 1) The degree of person-role merger i.e. the salience of the
leadership role in their self-concept, 2) The level of selfconcept clarity and the extent to which
this clarity centers around strongly held values and convictions, 3) The extent to which their
goals are self-concordant, and 4) The degree to which their behavior is consistent with their
selfconcept.

Price, T. L. (2003, February). The ethics of authentic transformational leadership. The

Leadership Quarterly, 14(1), 67-81. (LIBRARY RQT 12/5/10)

2004:
Avolio, B. J., Gardner, W. L., Walumbwa, F. O., Luthans, F., & May, D. R. (2004).
Unlocking the mask: A look at the process by which authentic leaders impact follower attitudes
and behaviors. The Leadership Quarterly, 15(6), 801-823.
We conceive of authentic leaders as persons who have achieved high levels of authenticity in
that they know who they are, what they believe and value, and they act upon those values and
beliefs while transparently interacting with others. Authentic leadership is a process by which
leaders are deeply aware of how they think and behave, of the context in which they operate, and
are perceived by others as being aware of their own and others‘ values/moral perspectives,
knowledge, and strengths.

Avolio, Bruce J.; Weichun Zhu; Koh, William; Bhatia, Puja. (2004). Transformational
leadership and organizational commitment: mediating role of psychological empowerment and
moderating role of structural distance. Journal of Organizational Behavior. 25(8), 951-968,

Gardner, W. L., & Schermerhorn, J. R., Jr. (2004). Unleashing individual potential:
Performance gains through positive organizational behavior and authentic leadership.
Organizational Dynamics, 33(3), 270-281.
Authentic leaders strive to fully understand themselves and better prepare for future challenges;
they try to help others do the same by modeling and supporting the professional and moral
development of their associate.

2005:
Avolio, B. J., & Gardner, W. L. (2005). Authentic leadership development: Getting to the root of
positive forms of leadership. The Leadership Quarterly, 16(3), 315-338. (LIBRARY RQT
12/5/10)

Avolio, B. J., Luthans, F., & Walumbwa, F. O. (2005). Preface. In W. L. Gardner, B. J. Avolio,
& F. O. Walumbwa (Eds.), Authentic leadership theory and practice: Origins, effects and
development (pp. xxi-xxix). Oxford, United Kingdom: Elsevier.
Authentic leaders are leaders who (a) know who they are and what they believe in; (b) display
transparency and consistency between their values, ethical reasoning, and actions; (c) focus on
developing positive psychological states such as confidence, optimism, hope, and resilience
within themselves and their associates; (d) are widely known and respected for their integrity.

Chan, A., Hannah, S. T., & Gardner, W. L. (2005). Veritable authentic leadership: Emergence,
functioning, and impacts. In W. L. Gardner, B. J. Avolio, & F. O. Walumbwa (Eds.), Authentic
leadership theory and practice: Origins, effects, and development (pp. 3-41). Oxford, United
Kingdom: Elsevier.

Cooper, C. D., Scandural, T. A., & Schriesheim, C. A. (2005). Looking forward but learning
from our past: Potential challenges to developing authentic leadership theory and authentic
leaders. The Leadership Quarterly, 16(3), 475-493

Eagly, A. H. (2005). Achieving relational authenticity in leadership: Does gender matter? The
Leadership Quarterly, 16(3), 459-474 (LIBRARY RQT 12/5/10)
Authenticity is relational and derives from two components. The first component . . . stresses that
leaders endorse values that promote the interests of the larger community and transparently
convey these values to followers. The second component . . . stresses that followers personally
identify with these values and accept them as appropriate for the community in which they are
joined to the leader—be that a nation, an organization, or a group. . . . I name this two-sided
concept relational authenticity to distinguish it from definitions that consider only leaders‘
behavior.

Fry, L. W. J., & Whittington, J. L. (2005). In search of authenticity: Spiritual leadership theory
as a source for future theory, research, and practice on authentic leadership. In W. L. Gardner, B.
J. Avolio, & F. O. Walumbwa (Eds.), Authentic leadership theory and practice: Origins, effects,
and development (pp. 183-200). Oxford, United Kingdom: Elsevier.
Authentic leaders are characterized as hopeful, optimistic, resilient, and transparent. These
leaders are described as moral/ethical, future-oriented individuals who make the development of
others a priority. By being true to their own values and acting in ways that are consistent with
those values, authentic leaders develop their associates into
leaders themselves.

Gardner, W. L., Avolio, B. J., Luthans, F., May, D. R., & Walumbwa, F. O. (2005).Can you see
the real me?A self-based model of authentic leader and follower development. The Leadership
Quarterly, 16(3), 343-372. (LIBRARY RQT 12/5/10)
An authentic leader must achieve authenticity . . . through self-awareness, self-acceptance, and
authentic actions and relationships. . . . Authentic leadership . . .also encompasses] authentic
relations with followers and associates. These relationships are characterized by: a)transparency,
openness, and trust, b) guidance toward worthy objectives, and c) an emphasis on follower
development.

Gardner, W. L., Avolio, B. J., & Walumbwa, F. O. (Eds.). (2005). Authentic leadership theory
and practice: Origins, effects, and development. Oxford, United Kingdom: Elsevier.

Hannah, S. T., Lester, P. B., & Vogelgesang, G. R. (2005). Moral leadership: Explicating the
moral component of authentic leadership. In W. L. Gardner, B. J. Avolio, & F. O. Walumbwa
(Eds.), Authentic leadership theory and practice: Origins, effects, and development (pp. 43-81).
Oxford, United Kingdom: Elsevier.
We define the moral component of authentic leadership as the exercise of altruistic, virtuous
leadership by a highly developed leader who acts in concert with his or her selfconcept to
achieve agency over the moral aspects of his or her leadership domain.

Ilies, R., Morgeson, F. P., & Nahrgang, J. D. (2005). Authentic leadership and eudaemonic
well-being: Understanding leader–follower outcomes. The Leadership Quarterly, 16(3), 373-
394.
We propose a four-component model of authentic leadership that includes self-awareness,
unbiased processing, authentic behavior/acting and authentic relational orientation.

Klenke, K. (2005). The internal theater of the authentic leader: Integrating cognitive, affective,
conative, and spiritual facets of authentic leadership. In W. L. Gardner, B. J. Avolio, & F. O.
Walumbwa (Eds.), Authentic leadership theory and practice: Origins, effects, and development
(pp. 155- 182). Oxford, United Kingdom: Elsevier.
I anchor the construct of authentic leadership in a constellation of cognitive (i.e., knowing self,
leadership self-efficacy, moral capacity/capital), affective (i.e., emotional intelligence,
optimism/hope, passion/compassion), conative (i.e., self-motivation, motivation to lead), and
spiritual (i.e., self-transcendence, meaning/purpose, self-sacrifice) antecedents which are then
linked to group (i.e., authentic leadership and followership) and organizational level (i.e.,
authentic team/culture) outcomes.

Michie, S., & Gooty, J. (2005, June). Values, emotions, and authenticity: Will the real
leader please stand up? The Leadership Quarterly, 16(3), 441-457. (LIBRARY RQT 12/5/10)
Novicevic, M., Davis, W., Dorn, F., Buckley, M., & Brown, J. (2005). Barnard on conflicts of
responsibility: Implications for today’s perspectives on transformational and authentic
leadership.
Management Decisions. 43(10), 1396-1409

Shamir, B., & Eilam, G. (2005, June). What’s your story? A life-stories approach to authentic
leadership development. The Leadership Quarterly, 16(3), 395-417. (LIBRARY RQT 12/5/10)

Sparrowe, R. T. (2005, June). Authentic leadership and the narrative self. The Leadership
Quarterly, 16(3), 419-439. (LIBRARY RQT 12/5/10)

2006:
Begley, P. T. (2006). Self-knowledge, capacity, and sensitivity: Prerequisites to authentic
leadership by school principals. Journal of Educational Administration, 44(6), 570-589.
Authentic leadership is a metaphor for professionally effective, ethically sound, and consciously
reflective practices in educational administration. This is leadership that is knowledge-based,
values informed, and skillfully executed. Leadership by definition refers to practices that extend
beyond the usual procedural context of organizational management. Authentic leadership implies
a genuine kind of leadership – a hopeful, open-ended, visionary and creative response to social
circumstances, as opposed to the more traditional dualistic portrayal of management and
leadership practices characteristic of now obsolete and superseded research literature on effective
principal practices

Harvey, P., Martinko, M., & Gardner, W., (2006). Promoting authentic behavior in
organizations: An attributional perspective. Journal of Leadership and Organizational Studies.
12(3) 3, 1-11

Jensen, S., & Luthans, F. (2006). Entrepreneurs as authentic leaders: impact on employees’
attitudes. Leadership & Organization Development Journal. 27(8), 646-666. doi:
10.1108/01437730610709273

Jensen, S., & Luthans, F. (2006). Relationship between entrepreneurs psychological capital
and their authentic leadership. Journal of Managerial issues. 18(2), 254-273

Kerwood, K. (2006). Authentic leadership. Nursing Economic$. 15(5), 319-320.

Novicevic, M., Harvey, M., Ronald, M., & Brown-Radford, J. (2006). Authentic leadership:
A historical perspective. Journal of Leadership & Organizational Studies. 13(1), 64-76
Doi:: 10.1177/10717919070130010901

Shirey M. (2006). Authentic leaders: Creating healthy work environments for nursing practice.
American Journal of Critical Care, 15 (3): 256-68
Stanley, D. (2006). In command of care: Toward the theory of congruent leadership
Journal of Research in Nursing. 11(2), 132-144,

Stanley, D. (2006). In command of care: clinical nurse leadership explored. Journal of Research
in Nursing. 11(1), 20-39,

2007:
Avolio, B. (2007). Promoting more integrative strategies for leadership theory-building
American Psychologist. 62(1), 25–33. doi:: 10.1037/0003-066X.62.1.25

Branson, C. (2007). Effects of structured self-reflection on the development of authentic

leadership practices among Queensland primary school principals. Educational Management
Administration & Leadership. 35(2), 225-246.

Endrissat, N., Müller, W. R., & Kaudela-Baum, S. (2007). En route to an empirically-based

understanding of authentic leadership. European Management Journal, 25(3), 207-220.
The quest for being ―oneself (authenticity) is at the center of the leadership understanding. It is
embedded in the context of four other topics that are labeled ―one‘s own position, binding
commitment, social proximity and relationship to business. This pattern implies that the meaning
of authentic leadership from the point of view of Swiss leaders—is made up of the interrelations
among the four outer topics.

George, B. (2007). Discover your authentic leadership. Harvard Business Review. VOL (?),
129-138.

George, B. (with Sims, P.) (2007). True north: Discover your authentic leadership.
San Francisco, CA: Jossey-Bass.
The authentic leader brings people together around a shared purpose and empowers them to step
up and lead authentically in order to create value for all shareholders. . . . authentic leaders [are
described] as genuine people who are true to themselves and to what they believe in. They
engender trust and develop genuine connections with others. Because people trust them, they are
able to motivate others to high levels of performance. Rather than letting the expectations of
other people guide them, they are prepared to be their own person and go their own way. As they
develop as authentic leaders, they are more concerned about serving others than they are about
their own success or recognition.

Palanski, M. E., & Yammarino, F. J. (2007). Integrity and leadership: Clearing the
conceptual confusion. European Management Journal, 25(3), 171-184.

Triola, N. (2007). Authentic Leadership Begins With Emotional Intelligence. AACN Advanced
Critical Care. 18(3), 244-247
2008:
Avolio, B.J., & Chan, A. (In press, 2008). The dawning of a new era for genuine leadership
development. Hodgkinson, G., & Ford, K. (eds.).
International Review of Industrial and Organizational Psychology, 23.

Buell, J. (2008). What it takes to be an authentic and transparent leader: living the organization's
mission, vision and values. Healthcare Executive 23(6), 20-4 (journal article)

Criswell, C., & Campbell, D. (2008). Image counts: Building an authentic leadership presence.
Leadership in Action. 28(2), 13-17,

Luthans, F., & Avolio, B. (2009). The ‘‘point’’ of positive organizational behavior.
Journal of Organizational Behavior. 30(?), 291–307

Tate, B. (2008). A longitudinal study of the relationships among self-monitoring, authentic

leadership, and perceptions of leadership. Journal of Leadership & Organizational Studies.
15(1), 16-29

Walumbwa, F. O., Avolio, B. J., Gardner, W. L., Wernsing, T. S., & Peterson, S. J. (2008).
Authentic leadership: Development and validation of a theory-based measure. Journal of
Management. 34(1), 89-126.
Authentic leadership is defined as a pattern of leader behavior that draws upon and promotes
both positive psychological capacities and a positive ethical climate, to foster greater self-
awareness, an internalized moral perspective, balanced processing of information, and relational
transparency on the part of leaders working with followers, fostering positive self-development

2009:
Champy, J. (2009). Authentic leadership. Leader to Leader. 2009(54), 39-44,

Clapp-Smith, R., Vogelgesang, G. R., & Avey, J. B. (2009). Authentic leadership and positive
psychological capital: The mediating role of trust at the group level of analysis. Journal of
Leadership & Organizational Studies, 15(3), 227-240.
They are not only concerned with their personal authenticity but also how that authenticity can
be conveyed to others in order to influence followers to work toward common goals and
objectives.

Luthans, F., & Avolio, B. (2009). The point of positive organizational behavior. Journal of
Organizational Behavior. 30(2), 291-307
Wong, C., & Cumings, G. (2009). The influence of authentic leadership behaviors on trust and
work outcomes of health care staff. Journal of Leadership Studies. 3(2), 6-23

2010:
Giallonardo, L., Wong, C., Iwasiw, C. (2010). Authentic leadership of preceptors: predictor of
new graduate nurses' work engagement and job satisfaction. Journal of Nursing Management.
18(8), 993-1003. doi: 10.1111/j.1365-2834.2010.01126.x

Wong, C., Laschinger, H., & Cummings, G. (2010). Authentic leadership and nurses' voice
behaviour and perceptions of care quality. Journal of Nursing Management. 18(8), 889-900. doi:
10.1111/j.1365-2834.2010.01113.x

Woolley, L., Caza, A., & Levy, L. (2010). Authentic leadership and follower development:
Psychological capital, positive work climate, and gender, Journal of Leadership &
Organizational Studies. 20(10), 1-11