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Robert Lord's Outputs (5)

Rethinking authentic leadership: An alternative approach based on dynamic processes of active identity, self-regulation, and ironic processes of mental control (2024)
Journal Article
Bunjak, A., Lord, R. G., & Acton, B. P. (online). Rethinking authentic leadership: An alternative approach based on dynamic processes of active identity, self-regulation, and ironic processes of mental control. Journal of Management and Organization, 1-30. https://doi.org/10.1017/jmo.2024.69

Despite its popularity, authentic leadership remains enigmatic, with both advantages and disadvantages. The connection between authenticity (an internal process) and leadership (an external influence process) is complex. We introduce a theory that co... Read More about Rethinking authentic leadership: An alternative approach based on dynamic processes of active identity, self-regulation, and ironic processes of mental control.

When vulnerable narcissists take the lead: The role of internal attribution of failure and shame for abusive supervision (2024)
Journal Article
Braun, S., Schyns, B., Zheng, Y., & Lord, R. G. (online). When vulnerable narcissists take the lead: The role of internal attribution of failure and shame for abusive supervision. Journal of Business Ethics, https://doi.org/10.1007/s10551-024-05805-w

Research to date provides only limited insights into the processes of abusive supervision, a form of unethical leadership. Leaders' vulnerable narcissism is important to consider, as, according to the trifurcated model of narcissism, it combines enti... Read More about When vulnerable narcissists take the lead: The role of internal attribution of failure and shame for abusive supervision.

The effects of what you remember and what you know on leadership processes: how memory works, how we access what we know, and the role of identity levels (2024)
Book Chapter
Lord, R., Hall, R., Gatti, P., Zheng, J., & Morgan, R. (2024). The effects of what you remember and what you know on leadership processes: how memory works, how we access what we know, and the role of identity levels. In S. Braun, T. Keller Hansbrough, G. A. Ruark, R. J. Hall, R. G. Lord, & O. Epitropaki (Eds.), Navigating Leadership Evidence-Based Strategies for Leadership Development (130-154). Routledge. https://doi.org/10.4324/9781003377450

Memory provides the basis for learning leadership skills and for using them in appropriate contexts. However, for leaders to function effectively they must be able to access specific information in memory precisely when it is needed. What you access... Read More about The effects of what you remember and what you know on leadership processes: how memory works, how we access what we know, and the role of identity levels.