Authentic leadership in context: An analysis of banking CEO narratives during the global financial crisis

Liu, H; Cutcher, L; Grant, D

Authentic leadership in context: An analysis of banking CEO narratives during the global financial crisis

Liu, H

Cutcher, L Grant, D

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Publication Type:: Journal Article
Citation:: Human Relations, 2017, 70 (6), pp. 694 - 724
Issue Date:: 2017-06-01

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Field	Value	Language
dc.contributor.author	Liu, H https://orcid.org/0000-0002-4211-0932	en_US
dc.contributor.author	Cutcher, L	en_US
dc.contributor.author	Grant, D	en_US
dc.date.issued	2017-06-01	en_US
dc.identifier.citation	Human Relations, 2017, 70 (6), pp. 694 - 724	en_US
dc.identifier.issn	0018-7267	en_US
dc.identifier.uri	http://hdl.handle.net/10453/64776
dc.description.abstract	© 2016, © The Author(s) 2016. The concept of authentic leadership rose to prominence through its idealization as an inherently moral and universally desirable trait. We problematize this romantic notion by exploring how the ‘authenticity’ of the CEOs of four major Australian banks was discursively constructed before and during the global financial crisis (GFC). Using multimodal discourse analysis of media texts, we show how what it meant to be an ‘authentic leader’ was co-constructed differently by the CEOs and the media. We also highlight the dynamic nature of context, where the GFC was variously framed by and for each of the CEOs. Our study challenges the acontextual notion of authentic leadership by showing how a discursively constructed context can reinforce or undermine leaders’ narratives of authenticity.	en_US
dc.relation.ispartof	Human Relations	en_US
dc.relation.isbasedon	10.1177/0018726716672920	en_US
dc.subject.classification	Business & Management	en_US
dc.title	Authentic leadership in context: An analysis of banking CEO narratives during the global financial crisis	en_US
dc.type	Journal Article
utslib.citation.volume	6	en_US
utslib.citation.volume	70	en_US
utslib.for	1503 Business and Management	en_US
utslib.for	1608 Sociology	en_US
utslib.for	1701 Psychology	en_US
pubs.embargo.period	Not known	en_US
pubs.organisational-group	/University of Technology Sydney
pubs.organisational-group	/University of Technology Sydney/Faculty of Business
pubs.organisational-group	/University of Technology Sydney/Faculty of Business/Management Discipline
utslib.copyright.status	closed_access
pubs.issue	6	en_US
pubs.publication-status	Published	en_US
pubs.volume	70	en_US

Abstract:

© 2016, © The Author(s) 2016. The concept of authentic leadership rose to prominence through its idealization as an inherently moral and universally desirable trait. We problematize this romantic notion by exploring how the ‘authenticity’ of the CEOs of four major Australian banks was discursively constructed before and during the global financial crisis (GFC). Using multimodal discourse analysis of media texts, we show how what it meant to be an ‘authentic leader’ was co-constructed differently by the CEOs and the media. We also highlight the dynamic nature of context, where the GFC was variously framed by and for each of the CEOs. Our study challenges the acontextual notion of authentic leadership by showing how a discursively constructed context can reinforce or undermine leaders’ narratives of authenticity.

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http://hdl.handle.net/10453/64776