The Authenticity Paradox

Ibarra, H (2015) The Authenticity Paradox. Harvard Business Review, 93 (1-2). pp. 52-59. ISSN 0017-8012

Abstract

The article looks at complications related to viewing authenticity as a value or criterion of positive. It says that leadership typically requires learning and adapting to new roles and challenges through the adoption of new behaviors which may feel inauthentic, at least at first. It offers recommendations for addressing this dilemma, including having a diverse group of leadership role models, having goals for learning as well as for performance, and accepting the need for changes in one's personal narrative.

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Item Type: Article
Subject Areas: Organisational Behaviour
Date Deposited: 10 Oct 2019 07:39
Last Modified: 23 Dec 2019 14:47
URI: http://lbsresearch.london.edu/id/eprint/1213
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