A Comprehensive Review of Authentic Leadership Models

Abstract

In recent years, there has been a renewed and growing interest among researchers in exploring the essence of authentic leadership. Among the vast body of leadership literature, three pioneering models that are frequently discussed are the model by Kernis (2003), the model by George (2004), the model by Ilies et al. (2005) and the model by Walumbwa et al. (2008). In order to gain a deeper and more detailed understanding of the developmental process and cultivation of authentic leadership, this article will proceed to analyse and compare these models in greater depth, identify the strengths and weaknesses of each of them, and analyse the specific elements that authentic leadership encompasses. In conclusion, the article posits that the connotations and elements inherent to the models of authentic leadership have been subjected to continuous correction, expansion, and refinement in accordance with the characteristics exhibited by leaders across different historical periods. Furthermore, it asserts that there is no definitive definition of the theory of authentic leadership, which will continue to undergo further research in the future.