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Authentic leadership and mindfulness development through action learning
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- 자료유형학술지논문
- 저자명Baron, Louis
- 학회/출판사/기관명Emerald Group Publishing Limited
- 출판년도2016
- 언어영어
- 학술지명/학위논문주기JOURNAL OF MANAGERIAL PSYCHOLOGY
- 발행사항Vol.31No.1[2016]_x000D_
- ISBN/ISSN0268-3946
- 소개/요약Purpose – The purpose of this longitudinal study was to evaluate a three-year training program based on action learning principles with regard to its effectiveness in fostering authentic leadership and mindfulness among the participants. Design/methodology/approach – Data were obtained using a mixed-method design. Quantitative data were collected using a quasi-experimental sequential cohort design with comparison group, in which 143 participants responded to a self-evaluation questionnaire up to six times over a three-year period. Semistructured interviews were also conducted with 24 managers. Findings – The results indicate that, as participants evolved through the leadership development program, self-reports of authentic leadership and mindfulness increased significantly and linearly as determined using repeated measures ANOVA, paired t-tests, and content analysis of interviews. Implications –The results suggest that a leadership development program based on action learning principles can foster the development of authentic leadership and mindfulness. The core elements of action learning (i.e., working on real problems, gaining new insights in a supportive and confrontational environment of one’s peer) appear to be key to bringing about real changes in the behavior of participating managers and maximizing the chances of generating lasting effects. Originality/value – This is the first longitudinal study to demonstrate that the development of mindfulness and authentic leadership – which calls for internalization of attitudes and behaviors – can be fostered by a leadership development program. The question of whether authentic leadership can be developed through planned interventions is paramount for advancing theory and research on authentic leadership. Keywords: authentic leadership; leadership development; mindfulness; action learning; trigger events
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