Global Corporate Executives’ SOCIAL CAPITAL Formation Experiences

There is growing interest in examining social capital and how it influences communities, organizations, and individuals. This research seeks to determine how social capital is developed among senior executives in a global organization

Cultivating Authentic Leaders: Toward Conceptual Coherence and Sustainable Practice

The purpose of this paper is twofold. One is to better understand the contested construct of authentic leadership and its cultivation and practice. The other is to offer a conceptual framework for practicing sustainable authentic leadership. Based on a review of authentic leadership literature with a focus on its sustainability, we introduce a conceptual framework through a lens of an ecological model to capture the dynamics of individual and systems perspectives. Practicing sustainable authentic leadership is not a simple act; rather authentic leaders need to embrace paradoxes to navigate today’s complex systems and to find new ways to create positive and valuable roles both in and outside of their organization. In addition to a new conceptual framework, this paper offers approaches for leaders and educators to develop and practice authentic leadership. It also provides opportunities for values-based leadership community members to further discuss and examine sustainable authentic leadership approaches with the proposed conceptual framework

Developing Women’s Authenticity in Leadership

In this exploratory case study, we examined women’s lived experience as leaders and their participation in an in-person leadership development program. More specifically, we studied how women perceived an in-person leadership development program through a lens of authentic leadership. Our method for gathering information included individual interviews, field observation, and archival data. The interviews focused on particular episodes and stories of the participants’ leadership experiences in their professional life and learning experiences through the leadership development program. The findings from this study indicated the importance of self-awareness of leader identity and increased confidence, building their authentically balanced approach, and creating a social network through collective learning. This paper concludes with future research and practical implications for women leaders, senior human resource development professionals, and senior managers who design and develop women leadership training programs