Awards for Excellence
Outstanding Paper Award (Joint Winner)
Journal of Management History
"Barnard on conflicts of responsibility: implications for today's perspectives on transformational and authentic leadership"
Milorad M. Novicevic, Walter Davis and Fred DornUniversity of Mississippi, Oxford, Mississippi, USA
M. Ronald BuckleyUniversity of Oklahoma, Norman, Oklahoma, USA
Jo Ann BrownRedford University, Redford, Virginia, USA
Purpose – The purpose of this paper is to reacquaint researchers and practitioners with Barnard's contributions to understanding of the moral conditions that underlie the authenticity of organizational leadership.Design/methodology/approach – The paper identifies Barnard's insights on leadership and uses them as inputs to theorizing about authentic leadership. Findings – As an outcome of theorizing, the paper identifies the conditions that are likely to lead to unauthentic, pseudo-authentic or authentic leader behavior. Research limitations/implications– Examining authentic leadership from a historical perspective can open promising avenues for future research. Practical implications– Leadership development programs should incorporate concepts of responsibility and conflicts of responsibility in order to provide executives with the knowledge base required for ethical decision making. Originality/value – By placing contemporary discussion of authentic leadership in its proper historical context, scholars can draw on a wealth of existing theory to advance the study of authentic leadership.
Keywords Ethics, Leadership, Management history, Responsibilities
This article appeared when the Journal of Management History was incorporated in Management Decision, JMH, Volume 43 Number 10, 2005, pp. 1396-409, Editor: David A. Lamond
