Authenticating the Leader

Research output: Contribution to conferenceConference abstract for conferenceResearchpeer-review

Abstract

As authentic leadership, with its dictum of being true to the self, has become increasingly influential among practitioners and mainstream leadership scholars, critical writers have drawn attention to the negative consequences of this development. Yet, few scholars have investigated the problem of authentication within discourse of authentic leadership. If authentic leadership is to make any sense, it is necessary to be able to distinguish the authentic from the inauthentic leader – in other words, it is necessary to authenticate the leader. This paper uses Gilles Deleuze’s reading of Plato as the point of departure for discussing the problem of authentication – separating the authentic leader form the inauthentic one – in the leadership guru Bill George’s model of authentic leadership. By doing so, the paper offers a way of conceptualizing the problem of authenticating leaders, as well as challenging procedure of separating the authentic from the inauthentic leader underlying the discourse on authentic leadership.
Original languageEnglish
Publication date2012
Publication statusPublished - 2012
EventThe 30th Standing Conference on Organizational Symbolism. SCOS 2012 - EAE Business School, Barcelona, Spain
Duration: 11 Jul 201214 Jul 2012
Conference number: 30
http://www.scos.org/2012/

Conference

ConferenceThe 30th Standing Conference on Organizational Symbolism. SCOS 2012
Number30
LocationEAE Business School
CountrySpain
CityBarcelona
Period11/07/201214/07/2012
Internet address

Bibliographical note

CBS Library does not have access to the material

Cite this

Johnsen, C. G. (2012). Authenticating the Leader. Abstract from The 30th Standing Conference on Organizational Symbolism. SCOS 2012, Barcelona, Spain.
Johnsen, Christian Garmann. / Authenticating the Leader. Abstract from The 30th Standing Conference on Organizational Symbolism. SCOS 2012, Barcelona, Spain.
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abstract = "As authentic leadership, with its dictum of being true to the self, has become increasingly influential among practitioners and mainstream leadership scholars, critical writers have drawn attention to the negative consequences of this development. Yet, few scholars have investigated the problem of authentication within discourse of authentic leadership. If authentic leadership is to make any sense, it is necessary to be able to distinguish the authentic from the inauthentic leader – in other words, it is necessary to authenticate the leader. This paper uses Gilles Deleuze’s reading of Plato as the point of departure for discussing the problem of authentication – separating the authentic leader form the inauthentic one – in the leadership guru Bill George’s model of authentic leadership. By doing so, the paper offers a way of conceptualizing the problem of authenticating leaders, as well as challenging procedure of separating the authentic from the inauthentic leader underlying the discourse on authentic leadership.",
author = "Johnsen, {Christian Garmann}",
note = "CBS Library does not have access to the material; null ; Conference date: 11-07-2012 Through 14-07-2012",
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Johnsen, CG 2012, 'Authenticating the Leader', Barcelona, Spain, 11/07/2012 - 14/07/2012, .

Authenticating the Leader. / Johnsen, Christian Garmann.

2012. Abstract from The 30th Standing Conference on Organizational Symbolism. SCOS 2012, Barcelona, Spain.

Research output: Contribution to conferenceConference abstract for conferenceResearchpeer-review

TY - ABST

T1 - Authenticating the Leader

AU - Johnsen, Christian Garmann

N1 - CBS Library does not have access to the material

PY - 2012

Y1 - 2012

N2 - As authentic leadership, with its dictum of being true to the self, has become increasingly influential among practitioners and mainstream leadership scholars, critical writers have drawn attention to the negative consequences of this development. Yet, few scholars have investigated the problem of authentication within discourse of authentic leadership. If authentic leadership is to make any sense, it is necessary to be able to distinguish the authentic from the inauthentic leader – in other words, it is necessary to authenticate the leader. This paper uses Gilles Deleuze’s reading of Plato as the point of departure for discussing the problem of authentication – separating the authentic leader form the inauthentic one – in the leadership guru Bill George’s model of authentic leadership. By doing so, the paper offers a way of conceptualizing the problem of authenticating leaders, as well as challenging procedure of separating the authentic from the inauthentic leader underlying the discourse on authentic leadership.

AB - As authentic leadership, with its dictum of being true to the self, has become increasingly influential among practitioners and mainstream leadership scholars, critical writers have drawn attention to the negative consequences of this development. Yet, few scholars have investigated the problem of authentication within discourse of authentic leadership. If authentic leadership is to make any sense, it is necessary to be able to distinguish the authentic from the inauthentic leader – in other words, it is necessary to authenticate the leader. This paper uses Gilles Deleuze’s reading of Plato as the point of departure for discussing the problem of authentication – separating the authentic leader form the inauthentic one – in the leadership guru Bill George’s model of authentic leadership. By doing so, the paper offers a way of conceptualizing the problem of authenticating leaders, as well as challenging procedure of separating the authentic from the inauthentic leader underlying the discourse on authentic leadership.

M3 - Conference abstract for conference

ER -

Johnsen CG. Authenticating the Leader. 2012. Abstract from The 30th Standing Conference on Organizational Symbolism. SCOS 2012, Barcelona, Spain.