Authenticity and resilience: a qualitative study of executive leadership
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Authors
Wentworth, Bonnie Caldwell
Issue Date
2005
Type
Thesis
Language
en
Keywords
Psychology
Alternative Title
Abstract
Authenticity is a central concept in leadership studies. Resilience in children and at-risk populations is a well-researched psychological phenomenon. The question of authenticity and resilience in leaders has not been addressed. This study seeks to explore the relationship of authenticity and resilience in leaders.
This qualitative research investigated eight executive leaders' lived experience of authenticity and resilience as leaders. In-depth interviews and an on-line, self-reporting assessment on resiliency were used. Individual experiences, behaviors and beliefs were examined to understand the causal conditions of resilience and authenticity, the supporting and non-supporting factors of resilience and authenticity, and to explore the specific relationship between authenticity and resilience in leaders.
A model was developed to support the continued development of resilience and authenticity in leaders. The results of this study found that authentic and resilient leaders are self-aware, possess self-knowledge and have a developed ability to self-regulate when faced with the inevitable tests inherent in executive leadership. Implications for continuing research in this area, testing of the model and applicability of the model for 00 practitioners are identified.