Authenticity has had presence within the organisational literature since the early 1900s (Erickson, 1995), although there has been a notable transformation in the way it is understood. The concept originated as an individual-based phenomena (see Harter, 2002; Ferrara, 1994; Kernis, 2003), discussed as a trait and in application to leaders. However, recent interpretations often encompass others; in the case of leadership, theoretical models have begun to acknowledge followers. However, this has often been a periphery addition, with a lack of focus being given to followers, and insufficient challenges to the many assumptions made. This paper intends to progress understandings of authenticity as a relational process, as attempted by contemporary authors such as Gardner et al (2011) and Avolio & Gardner (2005). This paper will further explore follower’s experiences of following and the extent to which they perceive authentic relationships to be present, both vertically and horizontally encompassing leaders and co-followers.
|Publication status||Published - Sep 2013|
|Event||BAM 2013: Managing to make a difference - Liverpool, UK|
Duration: 1 Sep 2013 → …
|Conference||BAM 2013: Managing to make a difference|
|Period||1/09/13 → …|