Business faculty perceptions of authentic leaders: a cross-cultural exploratory study

This study explores the concept of “Authentic Leadership” from the perspective of Italian and American business school faculty. A convenience sample is utilized and it is exploratory in nature. While there is significant overlap between the cross-cultural respondents concerning the traits of authentic leaders, personal contact and experience has led the two groups to identify different examples of those who exemplify the concept. Additionally, there were differences in the type of advice the two samples would offer to those who aspire to become an authentic leader. Globally, business schools and business school faculty view it as their responsibility to integrate this concept into their teaching and classroom discussions. However, people of diverse cultures may view the construct of authentic leader differently. Consequently, an examination of what business school faculty members believe constitutes an authentic leader generally, and specifically whether those from different cultures view authentic leaders differently is warranted