Achieving relational authenticity in leadership: Does gender matter?

Alice H Eagly*

*Corresponding author for this work

Research output: Contribution to journalArticlepeer-review

320 Scopus citations


This article presents a relational view of leaders' authenticity by arguing that much more is required of leaders than transparently conveying and acting on their values. Achieving relational authenticity requires that followers accord leaders the legitimacy to promote a set of values on behalf of a community. Only under such conditions can leaders elicit the personal and social identification of followers that can enhance the success of a group, organization, or society. This article presents evidence that obtaining this identification is more challenging for female than male leaders and more generally for members of outsider groups that have traditionally not had access to particular leadership roles. The training of women and outsiders for leadership should focus on these relational aspects of achieving authenticity as a leader.

Original languageEnglish (US)
Pages (from-to)459-474
Number of pages16
JournalLeadership Quarterly
Issue number3
StatePublished - Jun 1 2005


  • Authentic leadership
  • Followership
  • Gender

ASJC Scopus subject areas

  • Business and International Management
  • Applied Psychology
  • Sociology and Political Science
  • Organizational Behavior and Human Resource Management


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