The recent economic crisis as well as other disasters such as the oil spill in the Gulf of Mexico or the nuclear disaster in Japan has fanned calls for leaders who do not deny responsibility, hide information, and deceive others, but rather lead with authenticity and integrity. In this article, we empirically investigate the concept of authentic leadership. Specifically, we examine the antecedents and individual as well as group-level outcomes of authentic leadership in business (Study 1; n = 306) as (...) well as research organizations (Study 2; n = 105). Findings reveal leader self-knowledge and self-consistency as antecedents of authentic leadership and followers’ satisfaction with supervisor, organizational commitment, and extra-effort as well as perceived team effectiveness as outcomes. The relations between authentic leadership and followers’ work-related attitudes as well as perceived team effectiveness are mediated by perceived predictability of the leader, a particular facet of trust. We discuss the implications of our findings for theory and practice and provide suggestions for advancing theory and research on authentic leadership in the future. (shrink)

Self-deception is an important construct in social, personality, and clinical literatures. Although historical and clinical views of self-deception have regarded it as defensive in nature and operation, modern views of this individual difference variable instead highlight its apparent benefits to subjective mental health. The present four studies reinforce the latter view by showing that self-deception predicts positive priming effects, but not negative priming effects, in reaction time tasks sensitive to individual differences in affective priming. In all studies, individuals higher in (...) self-deception displayed stronger positive priming effects, defined in terms of facilitation with two positive stimuli in a consecutive sequence, but self-deception did not predict negative priming effects in the same tasks. Importantly, these effects occurred both in tasks that called for the retrieval of self-knowledge (Study 1) and those that did not (Studies 2–4). This broad pattern supports substantive views of self-deception rather than views narrowly focused on self-presentation processes. Implications for understanding self-deception are discussed. (shrink)