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Developing Women’s Authenticity in Leadership

Author

Listed:
  • Yoshie Tomozumi Nakamura

    (Graduate School of Education and Human Development, The George Washington University, Washington, DC 20052, USA)

  • Jessica Hinshaw

    (Graduate School of Education and Human Development, The George Washington University, Washington, DC 20052, USA)

  • Rebecca Burns

    (Graduate School of Education and Human Development, The George Washington University, Washington, DC 20052, USA)

Abstract

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.

Suggested Citation

  • Yoshie Tomozumi Nakamura & Jessica Hinshaw & Rebecca Burns, 2022. "Developing Women’s Authenticity in Leadership," Merits, MDPI, vol. 2(4), pages 1-19, November.
    • Handle: RePEc:gam:jmerit:v:2:y:2022:i:4:p:29-426:d:973027
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    References listed on IDEAS

    as
    1. Braun, Susanne & Peus, Claudia & Frey, Dieter, 2018. "Connectionism in action: Exploring the links between leader prototypes, leader gender, and perceptions of authentic leadership," Organizational Behavior and Human Decision Processes, Elsevier, vol. 149(C), pages 129-144.
    2. Helena Liu & Leanne Cutcher & David Grant, 2015. "Doing Authenticity: The Gendered Construction of Authentic Leadership," Gender, Work and Organization, Wiley Blackwell, vol. 22(3), pages 237-255, May.
    3. Gelaye Debebe, 2017. "Navigating the double bind: Transformations to balance contextual responsiveness and authenticity in women’s leadership development," Cogent Business & Management, Taylor & Francis Journals, vol. 4(1), pages 1313543-131, January.
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