Hostname: page-component-76fb5796d-dfsvx Total loading time: 0 Render date: 2024-04-27T04:49:47.837Z Has data issue: false hasContentIssue false

The authentic classroom

Published online by Cambridge University Press:  03 July 2019

Kevin B. Lowe*
Affiliation:
The University of Sydney Business School, Sydney, Australia
*
*Corresponding author. Email: kevin.b.lowe@sydney.edu.au

Abstract

A panel of eight leadership scholars was convened to participate in a panel at the 20th International Leadership Association Conference to discuss the benefits and the pitfalls of applying authentic leadership theory to the classroom setting. Inspired by Ken Parry's masterful teaching and the authenticity that he displayed in the classroom, this paper provides an overview of the panel's discussion as they grappled with the attractions, the challenges and the risks that are posed to both teacher-scholars and student-scholars in bringing their full selves into the classroom.

Type
Research Article
Copyright
Copyright © Cambridge University Press and Australian and New Zealand Academy of Management 2019 

Access options

Get access to the full version of this content by using one of the access options below. (Log in options will check for institutional or personal access. Content may require purchase if you do not have access.)

References

Alvesson, M., & Einola, K. (2019). Warning for excessive positivity: Authentic leadership and other traps in leadership studies. The Leadership Quarterly. https://doi.org/10.1016/j.leaqua.2019.04.001.Google Scholar
Alvesson, M., & Sveningsson, S. (2013). Essay: Authentic leadership critically reviewed. In Ladkin, D. & Spiller, C. (Eds.), Authentic leadership: Clashes, convergences and coalescences (pp. 3954). Cheltenham, UK: Edward Elgar.Google Scholar
Banks, G. C., McCauley, K. D., Gardner, W. L., & Guler, C. E. (2016). A meta-analytic review of authentic and transformational leadership: A test for redundancy. The Leadership Quarterly, 27(4), 634652.Google Scholar
Brotheridge, C. M., & Lee, R. T. (2003). Development and validation of the emotional labour scale. Journal of Occupational and Organizational Psychology, 76(3), 365379.Google Scholar
Conger, J. A. (1991). Inspiring others: The language of leadership. Academy of Management Perspectives, 5(1), 3145.Google Scholar
Eagly, A. H., & Karau, S. J. (2002). Role congruity theory of prejudice toward female leaders. Psychological Review, 109(3), 573.Google Scholar
Gardner, W. L., Cogliser, C. C., Davis, K. M., & Dickens, M. P. (2011). Authentic leadership: A review of the literature and research agenda. The leadership Quarterly, 22(6), 11201145.Google Scholar
Gardner, W. L., Fischer, D., & Hunt, J. G. J. (2009). Emotional labor and leadership: A threat to authenticity? The Leadership Quarterly, 20(3), 466482.Google Scholar
Hochschild, A. R. (1983). The managed heart. Berkeley, CA: University of California Press.Google Scholar
Iszatt-White, M. (2009). Leadership as emotional labour: The effortful accomplishment of valuing practices. Leadership, 5(4), 447467.Google Scholar
Kempster, S. & Carroll, B. (Eds) (2016). Responsible leadership: Realism and romanticism. London: Routledge.Google Scholar
Kempster, S., Iszatt-White, M., & Brown, M. (2018) Authenticity in Leadership: Reframing relational transparency through the lens of emotional labour. Leadership (on-line first – doi: 10.1177/1742715017746788).Google Scholar
Ladkin, D., & Taylor, S. S. (2010). Enacting the ‘true self’: Towards a theory of embodied authentic leadership. The Leadership Quarterly, 21(1), 6474.Google Scholar
Meister, A., Sinclair, A., & Jehn, K. A. (2017). Identities under scrutiny: How women leaders navigate feeling misidentified at work. The Leadership Quarterly, 28(5), 672690.Google Scholar
Mesmer-Magnus, J. R., DeChurch, L. A., & Wax, A. (2012). Moving emotional labor beyond surface and deep acting: A discordance–congruence perspective. Organizational Psychology Review, 2(1), 653.Google Scholar
Tourish, D. (2015). Some announcements, reaffirming the critical ethos of Leadership, and what we look for in submissions. Leadership, 11(2), 135141.Google Scholar