Authentic Leaders form New Leaders to Assume the Command of their own Company: A Reflection on Authentizotic Organizations

( Vol-5,Issue-10,October 2018 ) OPEN ACCESS

Mário Nenevé, Suzete Antonieta Lizote, Miguel Nenevé


Authentizotic organizations, Leadership, Authentic leader, Condor, Succession.


In this article we explore the transformation of a family company into an anonymous society, or rather, a joint-stock company, and the importance of the leader in this transformation process. It is a case study on an organization named Condor S/A, from Southern Brazil São Bento do Sul - Santa Catarina) in which a successful authentic family leader was able to inspire new leaderships that maintained the values of the company and in the future took over the company´s general direction. Our study, therefore, is directed towards an organization that manages, with its authentic leaders, to form internal managers capable of taking charge of the company itself. We discuss the importance of an authentic family leader who withdraws from the company and is succeeded by an external manager. Scholars such as Kets de Vries , M. F. R (2013) and Luthans, F.; Avolio, B. J. (2003) help us to construct our argument on “authentizotic“ organization.

ijaers doi crossref DOI:


Paper Statistics:
  • Total View : 255
  • Downloads : 28
  • Page No: 099-104
Cite this Article:
Click here to get all Styles of Citation using DOI of the article.

[1] Avolio, B. J.; Walumbwa, F. O.; Weber(2009), T. J. Leadership: Current Theories, Research, and Future Directions. Annual Review of Psychology, v. 60, p. 421-449.
[2] Baumgarten(2015), C. E. O Jeito Condor de Ser. HB Editora. Florianópolis – SC- Brazil.
[3] Cameron, K. S.; Caza (2003), A. Contributions to the discipline of positive organizational scholarship.American Behavioral Scientist, v. 47, n. 6.
[4] Gardner, W. L. et al (2005). Can you see the real me?” A self-based model of authentic leader and follower development. The Leadership Quarterly, v. 16, n. 3, p. 343-372.
[5] Gardner, W. L.; Walumbwa A, F. O.; Luthans, F.; May, D. R. (2004) Unlocking the mask: A look at the process by which authentic leaders impact follower attitudes and behaviors.The leadership quarterly, v. 15, n. 6, p. 801-826.
[6] Gardner, W.L; Cogliser, C.C.; Davis, K.M; Dickens M.P (2011). Authentic leadership: A review of the literature and research agenda The Leadership Quarterly, V. 22, n. 6, Dec/2011, p. 1120-1145. Available at: Acessessed on 5th March .2018.
[7] Grzsczeszyn, G and Machado, HilkaVier (1984). Empresas familiares do setor moveleiro e desenvolvimento local em Guarapuava - PR. Organ. Soc. [online].2009, vol.16, n.51, pp.749-769.ISSN 1984-9230. Disponível em Accessed on 20.June 2018
[8] Ilies, R.; Morgeson, F. P.; Nahrgang, J. D. (2005) Authentic leadership and eudaemonic well-being: Understanding leader–follower outcomes. The LeadershipQuarterly, v. 16, n. 3, p. 373-394.
[9] Kets de Vries, M. F. R. (2001) Criação de Organizações Autentizóticas: Bem-estar individual em sociedades vibrantes.(Creation of Authentizotic organization: Individual wellbeing, vibrant companies) n Relações Humanas, v. 54, n. 1, p. 101-111.
[10] Kets de Vries, M. F. R (2004). Organizations on the Couch: A Clinical Perspective on Organizational Dynamics. European Management Journal, v. 22, n. 2, p. 183-200, 2004.
[11] Kets de Vries, M. F. R (2013) . The Art of Forgiveness: Differentiating Transformational Leaders. INSEAD Working Paper, v. 18, n. 2013/52/EFE, Apr. 2013. Available on: . Accessed on 30 September 2017.
[12] Luthans, F.; Avolio, B. J. (2003). Authentic Leadership: A Positive Development Approach. In: Cameron, K. S.; Dutton, J. E.; Quinn, R. E. (Eds). Positive Organizational Scholarship. San Francisco: Berrett-Koehler.
[13] Tucker, J. (2006) Change in Family Business. Family in Business, n. 25, Mar.-Apr. 2006.