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      Enacting the ‘true self’: Towards a theory of embodied authentic leadership

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      The Leadership Quarterly
      Elsevier BV

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          Provisional Selves: Experimenting with Image and Identity in Professional Adaptation

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            On the nature of self-monitoring: matters of assessment, matters of validity.

            An extensive network of empirical relations has been identified in research on the psychological construct of self-monitoring. Nevertheless, in recent years some concerns have been expressed about the instrument used for the assessment of self-monitoring propensities, the Self-Monitoring Scale. Both the extent to which the measure taps an interpretable and meaningful causal variable and the extent to which the self-monitoring construct provides an appropriate theoretical understanding of this causal variable have been questioned. An examination of reanalyses of studies of self-monitoring, analyses of the internal structure of the Self-Monitoring Scale, and further relevant data suggest that the measure does tap a meaningful and interpretable causal variable with pervasive influences on social behavior, a variable reflected as a general self-monitoring factor. We discuss the evaluation and furthering of the interpretation of this latent causal variable, offer criteria for evaluating alternative measures of self-monitoring, and present a new, 18-item Self-Monitoring Scale.
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              The two faces of transformational leadership: empowerment and dependency.

              Followers' identification with the leader and the organizational unit, dependence on the leader, and empowerment by the leader are often attributed to transformational leadership in organizations. However, these hypothesized outcomes have received very little attention in empirical studies. Using a sample of 888 bank employees working under 76 branch manages, the authors tested the relationships between transformational leadership and these outcomes. They found that transformational leadership was positively related to both followers' dependence and their empowerment and that personal identification mediated the relationship between transformational leadership and followers' dependence on the leader, whereas social identification mediated the relationship between transformational leadership and followers' empowerment. The authors discuss the implications of these findings to both theory and practice.
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                Author and article information

                Journal
                The Leadership Quarterly
                The Leadership Quarterly
                Elsevier BV
                10489843
                February 2010
                February 2010
                : 21
                : 1
                : 64-74
                Article
                10.1016/j.leaqua.2009.10.005
                9b49e05b-eb0c-4404-a6ad-c3e35b2400af
                © 2010

                http://www.elsevier.com/tdm/userlicense/1.0/


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