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The last five years have seen the emergence of a new paradigm of research in the field of leadership research i.e. authentic leadership development (Luthans & Avolio, 2003; Gardner et al, 2005; Walumbwa, et al. 2008). The purpose of this paper is to introduce, briefly review, illustrate and then to discuss the relevance of this new theory in leadership for both professionals and researchers who are interested in the behavioural approaches to corporate governance, and in particular those who wish to explore the way to develop ethical and positive behaviours among top executives.
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