The literature about authentic leadership seems to be fragmented, there are several conceptions and theoretical models of authentic leadership, which may be potentially contradictory (Gardner et al., 2011).
Given the definition of ethical leadership, which most of the authors refer to by Brown, Trevino and Harrison (2005), which is 'the demonstration of normatively appropriate conduct through personal actions and interpersonal relationships and the promotion of such conduct to followers through two-way communication, reinforcement, and decision-making', reported by Walumbwa et al. (2011, pg.204), what is the reaction that employees have to ethical leadership and what is their behavioural change, if there is any? This question arises from the fact that very little research seems to have been done on the ethical leaders' followers' experience and emotions. In my literature review of ten peer-reviewed articles, searched on the University of Sunderland library website and through Google Scholars, I have identified three major themes which seem to be evidence of little attention paid to followers and I have drawn my conclusions.
Since Heifetz designed the adaptive leadership framework in 1994, the academic literature has benefitted from many qualitative research studies focusing on specific adaptive challenges and how the adaptive leadership framework can be practically used to face these. It seems very few have dealt with adaptive leadership through the quantitative lens and have attempted to measure adaptive leadership behaviors or tested Heifetz’s adaptive leadership six-dimensional model. In response, my PhD research aimed to measure the perception of adaptive leadership behaviors across the Italian corporate context and to investigate whether Heifetz’s adaptive leadership model can apply to the Italian culture. Findings and contribution to knowledge can be read in the thesis: Novellini, P. (2023) Rethinking the Adaptive Leadership model through the Italian Adaptive Leadership Behavior Questionnaire, PhD thesis, University of Sunderland.
Do you want to measure the perception of adaptive leadership within your company or team? You can use 'Novellini - Hall Adaptive Leadership Behaviour Questionnaire', a new tool in the literature of leadership. This questionnaire was designed especially to be used in the business environment with a perspective on the higher level figures in the hierarchy. However, you can use it in any type of environment and at any level by adapting the terminology to the reality you want to focus on.
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