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dc.contributor.authorWetzel, Ralf
dc.date.accessioned2017-12-02T14:53:44Z
dc.date.available2017-12-02T14:53:44Z
dc.date.issued2015
dc.identifier.urihttp://hdl.handle.net/20.500.12127/5446
dc.description.abstractAuthentic leadership appears as the solution to plenty of painful contemporary problems. Bad economy, bad organizational performance, bad culture would all become subject to change for the better if leaders behave more authentically, according to the line of discussion. However, the debate seems to stand on poor feet, since some core assumptions don't stand a closer viability check. This paper highlights two core problems in the foundations of the authenticity debate such as the belief in a stable core self and the trust in a homogenous organization. The paper demonstrates not only the fragmented and narrative constitution of self and organization, we show furthermore to which hidden problem the authenticity debate refers, to which the sheer existence of the debate is already a solution. It is complexity avoidance that the authenticity debate provides. It helps to re-install the myth of the influential leader in a situation, in which the opposite has become apparent.
dc.language.isoen
dc.subjectPeople Management & Leadership
dc.titleWho am I and if yes, how many?' Notes on the myth of leadership authenticity
dc.identifier.journalTAMARA. Journal for Critical Organization Inquiry
dc.source.volume15
dc.source.issue1-2
dc.source.beginpage41
dc.source.endpage53
vlerick.knowledgedomainPeople Management & Leadership
vlerick.typearticleJournal article
vlerick.vlerickdepartmentP&O
dc.identifier.vperid136964
dc.identifier.vpubid6713


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