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Learning authentic leadership in New Zealand: A learner-centred methodolgoy and evaluation


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This study provides preliminary examination of the efficacy of the "Best Authentic Leadership Self" exercise. A field quasi-experimental design was conducted with a dual purpose: 1) to ascertain the value of interventions aimed at triggering events to enhance the learning (c.f. teaching) of 'authentic leadership' and how this aided, or otherwise, students writing of a "Best Authentic Self" narrative (and subsequent leader development plan) and 2) a content analysis of students' "Best Authentic Self" narratives was undertaken to ascertain commonalities, if any, in authentic leadership learning. The findings support a learning orientation to authentic leadership, with relationships featuring as key to students' authentic leadership development. Finally, limitations in terms of replication are discussed with recommended measures to be adopted. Implications for practice and future direction are discussed.

Item Type: Journal article
Uncontrolled Keywords: Authentic leadership, Learning, Best Self Exercise, Self-Development
Subjects: H Social Sciences > H Social Sciences (General)
Divisions: Schools > Centre for Business, Information Technology and Enterprise > School of Business and Adminstration
Depositing User: Maree Roche
Date Deposited: 21 Apr 2010 23:00
Last Modified: 21 Jul 2023 02:26

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