The Authentic-Machiavellian Leadership Grid: A Typology of Leadership Styles

Rego, P; Lopes, MP; Simpson, AV

The Authentic-Machiavellian Leadership Grid: A Typology of Leadership Styles

Rego, P Lopes, MP Simpson, AV

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Publication Type:: Journal Article
Citation:: Journal of Leadership Studies, 2017, 11 (2), pp. 48 - 51
Issue Date:: 2017-06-01

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Field	Value	Language
dc.contributor.author	Rego, P	en_US
dc.contributor.author	Lopes, MP	en_US
dc.contributor.author	Simpson, AV https://orcid.org/0000-0002-7768-328X	en_US
dc.date.available	2020-05-25T19:06:09Z
dc.date.issued	2017-06-01	en_US
dc.identifier.citation	Journal of Leadership Studies, 2017, 11 (2), pp. 48 - 51	en_US
dc.identifier.issn	1935-2611	en_US
dc.identifier.uri	http://hdl.handle.net/10453/119201
dc.description.abstract	© 2017 University of Phoenix In a world increasingly critical of leadership, we propose a grid representing five primary leadership styles derived from Machiavellian and Authentic Leadership archetypes. We argue that Authenticity and Machiavellianism are independent constructs and not two sides of the same coin as implied in the literature. We conclude suggesting some implications of our grid for leadership accountability and decision-making.	en_US
dc.relation.ispartof	Journal of Leadership Studies	en_US
dc.relation.isbasedon	10.1002/jls.21524	en_US
dc.title	The Authentic-Machiavellian Leadership Grid: A Typology of Leadership Styles	en_US
dc.type	Journal Article
utslib.citation.volume	2	en_US
utslib.citation.volume	11	en_US
utslib.for	1503 Business and Management	en_US
utslib.for	1701 Psychology	en_US
pubs.embargo.period	Not known	en_US
pubs.organisational-group	/University of Technology Sydney
pubs.organisational-group	/University of Technology Sydney/Faculty of Business
pubs.organisational-group	/University of Technology Sydney/Faculty of Business/Management Discipline
utslib.copyright.status	open_access
pubs.issue	2	en_US
pubs.publication-status	Published	en_US
pubs.volume	11	en_US

Abstract:

© 2017 University of Phoenix In a world increasingly critical of leadership, we propose a grid representing five primary leadership styles derived from Machiavellian and Authentic Leadership archetypes. We argue that Authenticity and Machiavellianism are independent constructs and not two sides of the same coin as implied in the literature. We conclude suggesting some implications of our grid for leadership accountability and decision-making.

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http://hdl.handle.net/10453/119201