Leader Authenticity and Ethics: A Heideggerian Perspective
基于海德格尔哲学，批判了真实领导力依赖'真实自我'和'核心价值'的假设，提出一种'作为实践的伦理'，强调领导者通过'对情绪的敏感'来培养对他者的开放性和责任感。
In the shadow of various business scandals and societal crises, scholars and practitioners have developed a growing interest in authentic leadership. This approach to leadership assumes that leaders may access and leverage their “true selves” and “core values” and that the combination of these two elements forms the basis from which they act resolutely, lead ethically, and benefit others. Drawing on Heidegger’s work, we argue that a concern for authenticity can indeed instigate a leadership ethic, albeit one that acknowledges the unfounded openness of existence and its inherent relationality. On this basis, we propose an ethics-as-practice approach in which leaders respond to the situation at hand by being “attuned to attunement,” which cultivates an openness to otherness and a responsibility to others.