Mechanisms for the Emergence of Authentic Leadership : A Study of the Cross-border Experiences of Organizations by Practical Leader

オーセンティック　リーダーシップ　ハツゲン　ノ　メカニズム　ジツムシャ　ニ　ヨル　ソシキ　ノ　エッキョウ　ケイケン　カラ　ノ　イチコウサツ

Sakamoto, Manabu

オーセンティック・リーダーシップ

Cross-border learning

Authentic Leadership

This study examined the mechanisms of the trigger event effect of cross-border learning, the development process of authentic leadership, and the contribution to organizational creativity, which have not been addressed in previous studies, through case analysis by two working leaders who have actually experienced cross-border organizational activities. The results of the analysis showed that cross-border experience develops authentic leadership in the person concerned, regardless of differences in country, culture or industry. The study suggests that authentic leadership can contribute to the emergence of organizational creativity, which is an important management issue for modern companies, and that cross-border learning can be a trigger event for the development of authentic leadership.