Aalto Entrepreneurship Society (AaltoES)

, 489

Academia

, 395–396

Academic institutions

, 31

Accountability

, 282, 285

Action

, 224

learning set

, 351–352

Adaptability

, 260

Agenda development

, 133–134

Agesilaus

, 239–240

Algorithmic management system

, 165

Alienation

, 382–383

Altruism

, 449

Ambiguity

, 126

Ambitious Africa

, 489, 491

America

, 263

Anabasis

, 239–240, 245–246

Analytics

, 461–462

auto-ethnography

, 30–31, 375–376

Anthropological engagement

, 183–185

Arendt, Hannah

, 220

Aristotelian happiness

, 322–323

Artificial intelligence (AI)

, 159–160, 461–462, 464, 569–570

authenticity, authentic leadership and

, 160–163

algorithmic control to digital empowerment

, 163–168

artificial leader

, 168–172

artificially authentic leadership

, 172–173

implications

, 173–174

Artificial leader

, 168–172

Artificiality

, 160–161

Artificially authentic leadership

, 172–173

Assessment

, 421

Athena

, 242

Atomised leadership

, 205–206

Authentic behaviour

, 346–347, 472

Authentic educators

, 448–449

Authentic entrepreneurial leadership

, 482

Authentic followership

, 67–68

Authentic leaders

, 13, 26, 64–65, 316

Authentic leadership (AL)

, 5, 10–11, 41–42, 55, 60, 91, 111, 113, 197–198, 219–220, 240, 245, 303, 315, 345–346, 359–360, 395–396, 417–418, 439–440, 468, 470, 482, 503–504, 524, 560

development

, 68

AL-related theory

, 66

analysis

, 44–45

and AI

, 160–163

and educating entrepreneurs in luxury marketplace

, 366

and SDG 3

, 445, 447

and SDG 4

, 447–449

at edge of chaos

, 146–149

authentic followership

, 67–68

authentic leadership-based international entrepreneurship

, 494

behaviour

, 59–60

business scandals as roots of authentic leadership

, 92–93, 97

climate enablers

, 55–57

ComPILAR model

, 187–190

confirmation

, 44

constructive criticism

, 54–55

contextual cases

, 58–59

creativity

, 60

critical review and analysis of

, 442–445

development and training

, 57–58

development of PhD course on

, 525–530

dynamic view on

, 400–409

dynamism of

, 62–64

evolution of AL, key features and key criticisms

, 98–99, 105, 110

excessively optimistic perspective

, 107

for cross-border social value creation

, 485–486

formulation

, 43

four pillars of

, 32–33

generic competence

, 535

great man theory to

, 126–130

identification

, 43

implications

, 66, 68, 110, 119

insufficient demarcation and interrelationships between sub-factors of

, 98

interactions

, 62–64

measurement

, 62, 67–68

meta competence

, 504–507

methodology

, 42–47

methods

, 68

nomological network

, 67

perceptions

, 64–65

performance

, 60–62

research process

, 42–43

scholars

, 561

selection

, 43–44

self-deception among leaders and idealised self-impression

, 106

self-identity

, 55

social perspective on

, 59–62

structure of

, 54–59

synthesis of thematic clusters

, 48–66

thematic synthesis

, 45–47

theory development

, 66

value perceptions of

, 64–66

values

, 65–66

well-being

, 64

Authentic Leadership Inventory (ALI)

, 62, 172, 187–188

Authentic Leadership Questionnaire (ALQ)

, 49, 187–188

Authentic Leadership-Integrated Questionnaire (AL-IQ)

, 62

Authentic Power Channeling of the Self (APCS)

, 354

Authentic self-leadership process

, 422

Authentic subtleness

, 250

Authentic transformational leadership

, 56

Authenticity

, 5, 10–11, 15–16, 18, 54–55, 61, 64, 219–220, 260, 282, 316, 342, 359–361, 375–376, 481–482, 525, 560

and AI

, 160–163

and self-leadership

, 420–422

as new beginnings

, 223

commitment

, 52–53

emerging theory

, 560–561

empowerment

, 49–51

engagement

, 51–52

in adversity

, 272–273

in leadership context

, 49–54

in research and change processes

, 424–431

leading through

, 14–16

masks

, 563–571

model

, 49

paradox

, 14–15, 469–470

personal reflections on understanding

, 342, 344

personal understanding

, 342–347

presupposed moral components

, 109

thriving

, 53–54

tree’s perspective

, 562–563

trust

, 53

unrealistic manifestation of full authenticity

, 110

Authoritarian power

, 367

Auto-ethnography

, 278–279

Avatars

, 169

Balanced processing

, 404, 406, 444–445

in practice

, 404

of information

, 471–472, 482, 485, 491, 493, 525

Baltic 2030 Action Plan

, 447

Be The Change Academies (BTCAs)

, 304

Behavioural theories

, 127

Behaviour-focused strategies

, 420–421

Being led

, 417–418

Benign co-emergence

, 148

Bibliometric analysis

, 42

Bibliometric studies

, 42

Black Lives Matter

, 7–8

Blackfoot Nation

, 212

Blended learning

, 4

Bose Levu Vakaturaga in Fiji

, 212

Business

, 259

call to adventure

, 260–262

threshold

, 262–264

converting opportunities into outcomes

, 264–265, 267

building and leading fast-growing start-up teams

, 266

start-up

, 267–268

cohesive operations

, 268

opportunity

, 269

success

, 269–271

authenticity in adversity

, 272–273

global business

, 273–274

rescue operation

, 274–276

implications

, 276–278

scandals as roots of authentic leadership

, 92–93, 97

schools

, 562

Butler, Judith

, 221, 223

Buurtzorg

, 167

Career

, 259

Caring

, 302–303

Change management

, 135

Chaos theory

, 126

Charisma

, 565

Charismatic leadership

, 111–113

ChatGPT

, 464, 569

Chief operating officer (COO)

, 272

Classical world

, 239–240

authentic leadership

, 240–245

leadership resilience and respect

, 249

leadership by Ruses

, 249–250

implications

, 251–253

Climate enablers

, 55–57

Co-authorship

, 44–45

Co-creation

, 332

Co-emergence

, 147

benign

, 148

supervenient

, 148

radical

, 148

nominal

, 149

Collaboration

, 179–180

Collective clusters

, 47

Collegial decision-making

, 404

Command leadership

, 13

Commitment

, 52–53

Commonality

, 308

Competence

, 468–469, 504, 523–524, 567

Complex problem-solving

, 527

Complexity

, 130

Confirmation

, 44

Conflict management

, 466–468

Conformance legitimation strategy

, 151–152

Consensus

, 180

Consistency and repetition legitimation strategy

, 153–154

Constant comparative method

, 30–31

Constructive criticism

, 54–55

Constructive feedback

, 430

Constructive thought pattern strategies

, 420–421

Contextual leadership

, 18–19

Contingency-and situation-related theories

, 127

Contingency theories of leadership

, 185–186

Continuity

, 308

Continuum perception (CP)

, 185–186

Continuum Prospects, Involved, Liked, Agency, Respect model (ComPILAR model)

, 185, 187

employee engagement

, 181–183

hierarchy

, 183–185

authentic leadership

, 187–188, 190

implications

, 190–192

Controller discourse

, 19

Conundrums

of leadership

, 24

of triangle of sustainability

, 506

Convergence

, 563

Co-production

, 332

Corporate social responsibility (CSR)

, 51

Council for Doctoral Education (CDE)

, 522–523

Course learning objectives and outcomes

, 528

Courteous leadership

, 245

COVID-19

, 403–404, 406, 408

pandemic

, 4–5, 12, 15, 18–19, 24

Crisis

, 13

Critical review and analysis of authentic leadership

, 442–445

Critical thinking

, 527

Cross-border social value creation, authentic leadership for

, 485–486

Cross-disciplinary research

, 563

Cross-fertilisation

, 562

Culture

, 180

change

, 289

Curriculum

, 522

Cyber warfare

, 466

Cyropaedia

, 239–240, 245–246

Data cleaning

, 44

Data query

, 43

Dataset verification

, 44

Decision-making

, 404, 406, 527

skills

, 514

Democratic values

, 559

Denialism

, 21

Descriptive analysis

, 44–45

Detached leadership

, 202–203

Development perspective

, 128–129

Development

, 322

Didactic paradigm

, 508

Differentiating

, 211–212

Digital age

, 467

conceptual foundation

, 462–470

implications

, 472–475

Digital decade

, 461

Digital empowerment, algorithmic control to

, 163–168

Digital Europe Programme

, 460

Digital technologies

, 463

Digital transformation

, 460, 462, 464

potential for conflict and practical and ethical dilemmas amid

, 464

Direct citations

, 45

Direct-citation-based approach

, 44–45

Directness

, 308

Discipline-specific task formulation for interdisciplinary groups

, 515–516

Disney

, 274–275

Distributed leadership

, 17

Doctoral education

, 522

Doctoral training

, 522

Dreamlanding

, 383

Dynamism of authentic leadership

, 62–64

Earning

, 260–262

Eastern Europe

, 261–262

Eco-leadership discourse

, 19

Economist, The

, 562

Edge of chaos

, 145–146

authentic leadership at

, 146–149

example

, 146

implications

, 149–154

Education Sub Saharan Africa (ESSA)

, 510

Education

, 448

Educators

, 464

Egalitarian continuum perceptions (ECPs)

, 186–187

Egality

, 180

Electronic Arts (EA)

, 269

Emergence

, 334

Emergent leadership

, 19

Emotional intelligence in leaders’ decision-making in uncertain times

, 130–132

Emotional quotient (EQ)

, 131

Employee engagement (EE)

, 51, 181, 183

global team member engagement and hierarchical steepness

, 182–183

Employee voice behaviour (EVB)

, 60

Employees

, 439–440

well-being

, 446–447

Empowerment

, 49–51

Engaged scholarship

, 419

Engagement

, 51–52, 180

Entrenched leadership

, 204–205

Entrepreneurial ecosystems

, 484–485

Entrepreneurial leadership

, 483

Entrepreneurs

, 481–484

Entrepreneurship

, 261, 481–484

Erasmus+ programme of European Union

, 34

Erasmus+ project

, 521

Escalating commitment

, 135

Ethical action

, 504

Ethical governance

, 360

Ethical leadership

, 111–113

Ethics

, 315–316, 320

good leadership

, 320–323

in conflict and abuse of power

, 320

moral conscience

, 323–324

dilemmas

, 324–328

pragmatism trumps

, 325

company values

, 329

tools

, 330–335

implications

, 335–337

Ethnocentrism

, 204–205

European Commission

, 521

European Higher Education Area (EHEA)

, 522–523

European Qualifications Framework

, 527

European University Association (EUA)

, 522–523

Execution phase

, 135–136

Executives

, 510

leadership

, 318

Exhaust Gas Value Fraud at Volkswagen AG

, 505

External legitimation

, 200–201

External stakeholders

, 289–290

Extinction Rebellion

, 7–8

Extra-role behaviour (ERB)

, 60

Familiar cues legitimation strategy

, 152–153

Feedback loop legitimation strategy

, 150–151

First-wave algorithmic management systems

, 160

Fluid

, 16–17

alignment

, 198–200

Followers

, 199–200

insufficient explanation of leaders’ influence on

, 110

engage within hierarchy

, 187

job performance

, 443

job satisfaction

, 443

organisational commitment

, 443

work engagement

, 443

Foresight

, 260

Formulation

, 43

Future leaders

, 327–328

Generational clash of work values

, 397–398

Generational gap

, 567–568

Generative Pre-trained Transformer-3 (GPT-3)

, 169

Generic authenticity

, 567

Generic competence(see also Meta competence)

, 522–524

setting scene

, 522–525

development of PhD course on authentic leadership

, 525–530

Global business leaders

, 11–12

Global institutional leadership

, 19–20

Globalisation

, 481–482

Good leadership

, 320–323

Google’s PageRank algorithm

, 44

Government appointments

, 285

Great Council of Chiefs in Santa Isabel

, 212

Great man theory to authentic leadership

, 126–130

Growth

, 260

Hanken Entrepreneurship Society (HankenES)

, 489

Headquarters (HQ)

, 265–266

Hierarchical continuum perceptions (HCPs)

, 186–187

Hierarchical leadership

, 19

Hierarchy

, 180, 183, 185

followers engage within

, 187

High self-esteem

, 355

Human resource management (HRM)

, 167

Humility

, 302–303

Hybrid learning

, 4

Idealised self

, 354–355

Identification

, 43

Identity

, 14

creation

, 14

formation

, 14

IETN project

, 525–526

Illusion of control

, 135

Inauthenticity

, 382–383

Incompetence

, 567

Indian Reorganization Act of 1937

, 212

Indian Self-Determination and Education Act of 1975

, 212

Indifferent honest

, 566

Individualised self

, 198–199

Industrial PhD projects, experiences from

, 419

Informal influence

, 445

Information systems and communication

, 463

Inner reflection process

, 354

Insider (in-group) perceptions of legitimacy

, 200

Insolence of office

, 564–565

Inspirational leadership

, 17

Institutional leadership

, 18–19

Institutional values

, 363

Integrative leadership

, 203–204

Integrity

, 316

Intellectual network analysis

, 45

Intellectual networks

, 44–45

Inter-disciplinary research

, 563

Internal moral perspectives

, 407–409

in practice

, 408

Internalised moral perspective

, 482, 493, 525

International community

, 441

International conflicts

, 466

International entrepreneurship

, 481–482

theoretical grounding

, 483–486

findings

, 487–495

International nongovernmental organisation (INGO)

, 482

Internet

, 12

Interpersonal process perspective

, 128–129

Intrapersonal perspective

, 128–129

Invisible finger

, 566

Irrational primal dimensions

, 13

Johnson & Johnson Group (J&J Group)

, 329

Journey

, 259–260

Judgement

, 527

Knowledge, understanding, skills, attitudes and beliefs (KUSAB model of learning)

, 318

Knowledge-governance mechanisms

, 466

Knowledge-intensive organisations

, 59–60

Leader-member exchange theory (LMX theory)

, 60, 127–128

Leaders

, 359–360, 461

share feelings and vulnerabilities

, 108–109

authenticity

, 66

Leadership as a Service (LaaS)

, 167

Leadership Qualities Framework (LQF)

, 17

Leadership

, 5, 7, 219–220, 259, 360, 417–418, 483–484, 524, 559–560

anarchic manifestations of

, 7–8

and authentic leadership during process of organisational change in VUCA context

, 132–136

and management

, 16–18

and truth

, 21–22

authenticity in leadership context

, 49–54

by Ruses

, 249–250

challenge

, 462

concepts

, 20–21, 44

contextual and institutional leadership

, 18–19

education

, 311

evolve in tomorrow’s world

, 22–25

global institutional leadership

, 19–20

glossary

, 5–7

hunting for perspective

, 8–12

identity

, 23–24

implications

, 354–355

in and across entrepreneurial ecosystems

, 484–485

in new guises

, 12–14

leading through authenticity

, 14–16

learning from literature review in professional context

, 347–353

overview of book

, 25–34

process

, 23

quest and authenticity

, 5

reprioritising own interests and needs

, 348

resilience and respect

, 249

skills

, 172

style

, 442–443

theory

, 10

training

, 301–302

two models of

, 17

Leadership-versus-management debate

, 16–17

Leading

, 417–418

Learning

, 260–262

Legitimacy

, 152, 197–198, 571

Legitimation strategies

, 145–146

of co-emergence of newness

, 149

Legitimation

, 571

Leonardic Oath

, 505

Leverage

, 20–21

Lifelong learning

, 333–334

Liquid world

, 5

Listening

, 302–303

Locomotion

, 421

Luddite movement

, 462

LUT Entrepreneurship Society (LUTES)

, 489

Luxury entrepreneurship

, 368

Machiavellianism

, 109

Machine learning

, 461–462, 464

Management

, 180, 317

leadership and

, 16–18

Material-performative reconfiguration of stories and space

, 224–225

Maturity, lack of construct

, 109

Me Too movement

, 7–8

Meaning

, 375–376

road to typology

, 376–379

authentic leadership essential to sustainability management

, 380

implications

, 381–385

Mediating

, 212–213

Mental elasticity

, 527

Meta competence

, 503–504

authentic leadership

, 504–507

conundrum of triangle of sustainability

, 506

on regulation of action as core element of authentic leadership

, 508–514

implications

, 515–518

future research

, 516–517

Metadata

, 42

Missing out

, 384

Modernity

, 197–198

conceptual background

, 199–200

conceptualising intersection of

, 200–206

perceived authenticity and engagement in authentic leadership

, 206–209

sanitising

, 209–213

implications

, 213–215

Moral conscience

, 323–324

Moral harm paradigm

, 569

Morals

, 92, 97, 316–317

Motivation

, 431

Multiplexity

, 308

Multiplicity of pressures in academic roles

, 396–397

Narcissism

, 334–335

Narrow and isolated view of self

, 108

Natural language processing (NLP)

, 169

Negative insider doctrine

, 206

Neoliberal leaders

, 562

Neoliberalism

, 562

Nolan Principles of Public Life

, 302–304

Nominal co-emergence

, 149

Nomological network

, 67

Non-commercial institutions

, 510

Non-compliance

, 152

Non-profits preparing leaders for VUCA world

, 510

Non-standard pedagogical environment in professional military education

, 367

Odysseus

, 240–242

Oeconomicus

, 239–240

Opportunities

, 362–363

Organisational citizenship behaviour (OCB)

, 51, 59–60

Organisational commitment (OC)

, 52–53

Organisational conflicts

, 466

Organisational culture

, 295, 351

Organisational structure

, 463

Orthodox authentic leadership theory

, 32

Oulu Entrepreneurship Society (OuluES)

, 489

Outcome insight

, 136

Outsider (out-group) perceptions of legitimacy

, 200

Panacea

, 570

Paradox

, 14–16

Parallel personalities

, 344–346

Parity

, 308

Peace Child International (PCI)

, 304

Perceived authenticity and engagement in authentic leadership

, 206–209

Perceptions

, 64–65, 198

of predictability

, 146–147

Performance and talent management

, 463

Performed authenticity

, 361

Personal conflicts

, 466

Perspective-taking

, 330–331

PhD course

, 525–530

IETN project

, 525–526

integrating AL into

, 526

outlining PhD course syllabus

, 526–528

implementation

, 528–530

reflections and lessons

, 531–533

patterns

, 533–535

implications

, 536–538

PhD process

, 422

PhD project

, 418

PhD students

, 524

Phenomenon

, 559–560

Philosophical alignment

, 284

Polarised insider doctrine

, 204

Policy change

, 283

Policy-makers

, 460–461

Political authenticity

, 564–565

Political conflicts

, 466

Political judgement

, 284

Political leaders

, 562

Political leadership(see also Self-leadership)

, 281, 564

setting scene

, 282–283

democratic mandate

, 286–287

public expect of services

, 287–288

in delivering change in public services

, 288–289

features of united organisation culture

, 289

external stakeholders

, 289–290

public-service organisations

, 290–291

qualities

, 291–292

public-sector organisational response

, 292–293

purchase of land in Cardiff Docklands

, 294

implications

, 293–296

Political parties

, 284

Politician as manager

, 281–282

Poor leadership training

, 397

Positive leader modelling

, 443

Positive moral perspective

, 445

Positive psychology

, 466–467

Post-truth discourse

, 21

Power

, 220, 345–346

Power-related theories

, 127

Principles for Responsible Management Education (PRME)

, 447

Principles

, 301

Prior hypothesis bias

, 135

Problem-based learning (PBL)

, 504, 526

Psychological capital (PsyCap)

, 52, 60–61

Psychological empowerment

, 51

Psychology

, 8–9

Public-policy development

, 294–296

Public-service organisations

, 290–291

Qualitative studies on AL research

, 109–110

Quality-assurance (QA)

, 264

Radical co-emergence

, 148

Reflective practitioner

, 330

Reflexivity

, 220–221

Relational accountability

, 56–57

Relational lens

, 307

Relational proximity

, 302

Relational transparency

, 406–407, 482, 485, 493, 495

in practice

, 406

Relations

, 427–428

Relationship management

, 131

Relationship transparency

, 525

Relationships

, 406–407

Relativism

, 327

Representativeness

, 135

Rescue operation

, 274–276

Research process

, 42–43

Research programme

, 360

Resource dependency

, 429

Resources

, 429–430

Responsibility

, 352

Results

, 431–432

Risk

, 262–264

Roles

, 425–426

Romania

, 260–261

Romanticism

, 10

Ruses, leadership by

, 249–250

Rwanda, first agricultural business incubators in

, 492

Samsung

, 274

Sanitising

, 209–213

Satisficing

, 130–131

Scandals

, 91

Science denial

, 566

Scimago Journal Rank (SJR)

, 44

Second inclusion criteria

, 43

Secrecy

, 564

Selection

, 43–44

Self

, 107, 220, 403–404

elevation of self above others

, 107

Self-actualisation

, 260

Self-actualising

, 383–384

Self-awareness

, 131, 403–404, 470–471, 482, 485, 488, 491, 525, 533–534

in practice

, 403

Self-based leadership

, 198

Self-deception among leaders and idealised self-impression

, 106

Self-deception

, 98

Self-determination theory

, 421

Self-development

, 54–55

Self-efficacy

, 421

Self-identity

, 55

Self-impression

, 98

Self-leadership

, 417–418, 467–468

dualities

, 418

context of industrial PhD research

, 418–419

authenticity and

, 420–422

strategies

, 420–421

towards authenticity in research and change processes

, 424–431

implications

, 432–434

Self-management

, 131

Self-referential nature of authenticity

, 399

Self-referential view

, 354

Self-regulation

, 471–472

and control theory

, 421

Self-restrained and versatile leadership

, 243–244

Self-transcendence

, 385

Self-transcending

, 385

Sensebreaking

, 400

Sensegiving

, 400

Sensekeeping

, 400

Sensemaking

, 400

Servant leadership

, 29, 111, 113, 302–303

leadership principles

, 302–307

training programmes

, 304

links with primary characteristics of

, 305–306

programmes

, 306–307

success

, 307

viewing leadership through relational lens

, 307

in practice

, 308–310

teaching

, 310–311

train and empower

, 311

implications

, 312

Shanghai, ugly strike in

, 532

Shaping orientation

, 507–508

Situational authenticity

, 31, 316–317, 395–396, 402

authentic leadership

, 396–398

situational sense

, 398–400

theory

, 400–409

implications

, 409–410

Skills

, 460

Small metalwork factory, owners and leaders of

, 226–228

Small-scale societies (SSS)

, 185

Social awareness

, 131

Social Business Partnership (SBP)

, 329

Social capital (SosCap)

, 60–61

Social change

, 442

Social cognitive theory

, 421

Social entrepreneurship

, 482

Social licence

, 399–400

Social media

, 12, 460, 466

Social value

, 482

creation

, 482

Space and materiality for authentic leadership

, 230–232

Space of appearance

, 221

Specialisation research

, 563

Specific authenticity

, 567

Starcraft 2

, 169

Start-up

, 365

Stories

, 239–240

Storytelling

, 220, 570–571

and space of appearance as conditions of authenticity

, 221–222

authenticity as new beginnings

, 223

material-performative reconfiguration of stories and space

, 224–225

leaders in organisations

, 225–226

owners and leaders of small metalwork factory

, 226–228

new leader of school

, 228–230

space and materiality for authentic leadership

, 230–232

implications

, 232–233

Strategic approach

, 460–461

Strategy

, 198

Strong emergence

, 147

Subgroup-level selection (sGLS)

, 185

Subjective well-being

, 446

Supervenient co-emergence

, 148

Supportive organisational climate (SOC)

, 60–61

Sustainability

, 439–440, 508

Syllabus

, 526–527

Synthesia

, 169

Teaching and learning

, 509

Team culture

, 180–181

Team management

, 367

Team member engagement (TME)

, 180–181

and authentic leadership

, 188

Teams

, 179–180

Thematic clusters

synthesis of

, 48–66

authenticity in leadership context

, 49–54

structure of authentic leadership

, 54–59

social perspective on authentic leadership

, 59–62

dynamism of authentic leadership

, 62–64

value perceptions of authentic leadership

, 64–66

Thematic synthesis

, 45–47

Theoretical sampling method

, 30–31

Theory building

, 375–376, 561–562

Thriving

, 53–54

Time

, 262–264

Total link strength (TLS)

, 44–45

Total transparency

, 560

Tradition

, 197–198

conceptual background

, 199–200

conceptualising intersection of

, 200–206

perceived authenticity and engagement in authentic leadership

, 206–209

sanitising

, 209–213

implications

, 213–215

Traditional groups

, 199–200

Training for Life (TFL)

, 304

Transactional leadership theories

, 127–128

Trans-disciplinary research

, 563

Transferable skills

, 523–524

Transformational leadership (TL)

, 17, 62, 111, 113

theory

, 128

Transparency

, 334

Transparent communication

, 51

Triggers of life stories

, 108

Trust

, 53, 282

in leadership

, 443

Truth

decay phenomenon

, 21

leadership and

, 21–22

Turnover intention (TI)

, 51

Typology

, 375–376

Uber

, 164

UK Duke of Edinburgh’s Award Scheme

, 302

UK Trade Union Congress

, 462–463

UK’s Careers Research and Advisory Centre (CRAC)

, 523

UK’s National Health Service (NHS)

, 17, 318

Leadership Academy

, 17

new leadership model for

, 17

Ultra-doctrine of authenticity

, 24

UN High Commission for Refugees to the World Bank

, 19–20

UN leadership

, 18–19

UN’s leadership framework

, 23

Uncertainty

, 126, 146, 559–560

United Nations’ Sustainable Development Goals (SDGs)

, 18–19, 439–440, 568–569

importance

, 440–442

impact of COVID-19 on

, 441

critical review and analysis of authentic leadership

, 442–445

relationship between AL and

, 445–449

SDG 3

, 445, 447

SDG 4

, 447–449

implications

, 449–450

United organisation culture, features of

, 289

University of California, Los Angeles (UCLA)

, 265

Unsupervised reinforcement learning

, 169

US

, 263

Values

, 309, 360–361, 407, 409

theoretical understanding

, 360–362

limitations and defects

, 362–368

implications

, 369–370

systems

, 354, 567

value-based partnerships

, 154

Versatility

, 241

Viktor Frankl

, 378–379

Vincit

, 167

Vocational education

, 508

Vocational training

authentic leadership in

, 515–516

reduction to general ‘unsolvable’ problems

, 515

specification by discipline; abandoning interdisciplinary principle

, 515

formulation of discipline-specific tasks for interdisciplinary groups

, 515–516

VOS viewer’s algorithm

, 48

Volatility, uncertainty, complexity and ambiguity (VUCA)

, 25, 126, 327–328, 504

great man theory to authentic leadership

, 126–130

emotional intelligence in leaders’ decision-making in uncertain times

, 130–132

leadership and authentic leadership during process of organisational change in

, 132–136

creating agenda to mitigate VUCA circumstances

, 132–133

implications

, 136–140

Weak emergence

, 147

Web of Science (WoS)

, 43

Well-being

, 446

Western, educated, industrialised, rich and democratic groups (WEIRD groups)

, 197–198

Work engagement

, 52

Work–life balance

, 463

Workplace conflicts

, 466–467

Work-related perceptions

, 65

WorkSmart by Crossover

, 164

Xenophon

, 239–240, 245, 249

Xi Jinping’s zero-covid policy

, 4–5