Contemporary organizational leadership scholars classify the ancient, persisting need to find one's true self as the study of authentic leadership. Authentic leadership scholarship is still very much in its infancy. There have been many calls by leading researchers to study it further in both qualitative and quantitative realms (Walumbwa, Avolio, Gardner, Wernsing, & Peterson, 2008). The current study explores authentic leadership factors qualitatively, as described by leaders and constituents working in a retail sales-based environment. The qualitative methodology of grounded theory (Strauss & Corbin, 1998) is used in conceptualizing and implementing the research. In-depth interviews we conducted with individuals both in leadership and non-leadership roles. For the purposes of this study the terms "non-leadership role" are operationalized as non-supervisory positions. The data collected for the study center around participants' perceptions of authentic leadership relative to their personal experience within the retail sector. In accordance with grounded theory, these areas are subject to change as the interviews developed. Data was organized in two major themes, relational and instructional, with several sub themes. Data suggested that most behaviors associated with authenticity have to do with self-awareness and that most leaders exhibited a larger sense of awareness, or situational awareness. Further study in this area should be performed to include a more diverse population, detail suggestions are made.
|Commitee:||Kirnon, Stephen, McManus, James|
|School Location:||United States -- California|
|Source:||DAI-A 79/08(E), Dissertation Abstracts International|
|Subjects:||Behavioral psychology, Educational leadership, Business education, Organizational behavior|
|Keywords:||Authentic, Authenticity, Leadership, Qualitative, Retail, Sales|
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