Titlebook: Gender, Authenticity and Leadership; Thinking with Arendt Rita A. Gardiner Book 2015 Palgrave Macmillan, a division of Macmillan Publishers

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Introduction,ers to judge?’ Little did I realize that my first encounter with the concept of authentic leadership would lead to this book, in which I consider the interconnections among gender, leadership and authenticity.

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Troubling Method,o ‘think without a bannister’, and enhance my understanding of the connections among gender, authenticity and leadership, I conducted a qualitative study. The purpose of this chapter is to explore my qualitative approach, which is in the tradition of existential, hermeneutic phenomenology, coupled with a feminist orientation.

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Themes,emes that have phenomenological importance. Finally, I bring together the different strands of this discussion to consider how these women’s descriptive accounts shed light on the interconnections among gender, authenticity and leadership. Throughout, I connect these themes with Arendt’s reflections on leadership.

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https://doi.org/10.1007/978-981-15-7514-3, since this was where modern ideas surrounding authenticity were initially formulated (Taylor, 1991). In tracing authenticity’s modern underpinnings to the emergence of bourgeois selfhood, I show how gendered notions of what constituted right conduct served to enhance men’s freedom while simultaneously restricting women’s agency.

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Radiological Patterns and Lung Ultrasound In this chapter, I explore the situated, embodied nature of leadership through the narrative accounts provided by ten senior women leaders in higher education. My main purpose is to show how these diverse accounts offer insights into the interconnections among gender, authenticity and leadership.

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Authenticity, Ethics and Leadership,hically, not everyone was convinced. One participant argued that the problem with management theories like authentic leadership is that they fail to account for the problem of a leader’s ‘dirty hands’. I want to address this issue of ‘dirty hands’ by considering how authenticity is connected to ethical action in leaders, and others.

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