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

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dc.contributor.author Ladkin, Donna -
dc.contributor.author Taylor, S. -
dc.date.accessioned 2011-11-03T23:02:29Z
dc.date.available 2011-11-03T23:02:29Z
dc.date.issued 2010-02-01T00:00:00Z -
dc.identifier.citation Donna Ladkin and Steven Taylor, Enacting the ‘true self’: Towards a theory of embodied authentic leadership, The Leadership Quarterly, Volume 21, Issue 1, February 2010, Pages 6 -
dc.identifier.issn 1048-9843 -
dc.identifier.uri http://dx.doi.org/10.1016/j.leaqua.2009.10.005 -
dc.identifier.uri http://dspace.lib.cranfield.ac.uk/handle/1826/4223
dc.description.abstract This paper argues that although authentic leadership may be rooted in the notion of a ‘true self’, it is through the embodiment of that ‘true self’ that leaders are perceived as authentic or not. In making this claim, we consider ways in which a somatic sense of self contributes to the felt sense of authenticity, and how through engaging with somatic cues, leadership can be performed in a way which is experienced as authentic, both to the leader and to those he or she seeks to lead. In developing our ideas further, we draw from the acting theory of Stanislavski (1936a, 1936b, 1961) to explore how authentic dramatic performances are created, focusing on the role of emotional memory, the magic ‘if’ and physical aspects of performances. We propose three key components of a resulting theory of how embodied authentic leadership is created: self exposure, relating, and making leade en_UK
dc.language.iso en_UK -
dc.publisher Elsevier Science B.V., Amsterdam. en_UK
dc.subject MT=LEAD en_UK
dc.subject Authentic leadership en_UK
dc.subject Authenticity en_UK
dc.subject Embodiment en_UK
dc.subject Embodied leadership en_UK
dc.subject Aesthetic leadership en_UK
dc.title Enacting the 'true self': Towards a theory of embodied authentic leadership en_UK
dc.type Article -


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