published_or_final_version / Comparative Literature / Master / Master of Philosophy

Thesis (Ph. D.)--Duke University, 2007.

M.Phil. / Numerous authors have highlighted that there is a dire crisis in leadership for which a new type of leader is required: an authentic leader. Greater authenticity is required from leaders if they are to restore the trust of their followers in them. Authenticity is furthermore something that others must attribute to a person and cannot be expressed freely. The expectations and roles of leaders are such that they have to control the express of their inner authenticity. The influence of temperament on the individual is such that every person’s experience and conceptualisation of authenticity could potentially differ from that of another. In light of the aforementioned the purpose of this study was to explore how leaders from different temperament types manage their individual authenticity to add more value to themselves as well as to others. The study followed a qualitative research approach and made use of the purposeful sampling technique. The Keirsey Temperament Sorter II was utilised to identify the temperament types of research participants with whom semi-structured interviews were conducted. The study found that leaders across the four temperament types of Guardian, Idealist, Artisan and Rational define authenticity as a commitment to the true ‘self’, while self-awareness was identified as a critical component in the management of authenticity.

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Thesis (Ph.D.)--Tufts University, 2002. / Adviser: Lee Edelman. Submitted to the Dept. of English. Includes bibliographical references (leaves 197-212). Access restricted to members of the Tufts University community. Also available via the World Wide Web;

Thesis (Ph.D.)--York University, 2006. Graduate Programme in Sociology. / Typescript. Includes bibliographical references (leaves 237-244). Also available on the Internet. MODE OF ACCESS via web browser by entering the following URL: http://gateway.proquest.com/openurl?url_ver=Z39.88-2004&res_dat=xri:pqdiss&rft_val_fmt=info:ofi/fmt:kev:mtx:dissertation&rft_dat=xri:pqdiss:NR19843

Thesis (Ph. D.)--University of Melbourne, 1996. / Typescript (photocopy). Includes bibliographical references.

The goals of the current study were to document the effects of leaders’ relational authenticity on follower impressions, and to explore gender as a boundary condition of the positive effects of this leadership quality. Authentic leadership theory outlines the individual and organizational benefits that result from leaders who judiciously process information through a filter of self-knowledge, and who bring their authentic selves to their actions and relationships. However, research on gender stereotypes demonstrates that as opposed to approaching leadership roles with authenticity, female leaders may need to engage in a certain amount of acting in order to attain legitimacy in spaces traditionally inhabited by men. This work reconsidered authentic leadership theory, and specifically relational authenticity, to take the gender dynamics within existing organizational structures into account. Leader relational authenticity and leader gender were experimentally manipulated in order to test whether some advantages of authentic leadership, in this case favorable impressions and evaluations, apply equally to male and female leaders. Results indicated that those who led with relational authenticity were viewed as more likeable and desirable as a boss than those who did not, and were perceived as more trustworthy for their benevolence and integrity than those who did not. Results of moderated mediation models revealed that relational authenticity can hinder evaluations of women leaders, and that the source of adverse consequences is the enhanced association with gender stereotypes that occurs when women lead with relational authenticity. This was demonstrated by a penalty in judgments of competence and ability exacted from female but not male leaders who were relationally authentic. Further research is required to understand the complex interaction of leaders’ relational authenticity and gender to influence followers’ impressions and outcomes.

Project (M.F.A.) - Simon Fraser University, 2004. / Theses (School for Contemporary Arts) / Simon Fraser University. Also issued in digital format and available on the World Wide Web.