Shamir, B., & Eilam, G. (2005). “What’s Your Story?” to Life-Stories Approach to Authentic Leadership Development. The Leadership Quarterly, 16, 395-417.

Shamil, B. , & Eilam, G. (2005). "What is your story?" True leadership development approach to real stories. Leadership quarter, 16,395 - 417

Abstract: In this paper, the model of true leadership is characterized by an important level of self-recognition, moral internalization, transparency of human relations and self-efficacy that may be related to organization socialization and work participation We present the viewpoint that it is attached. In addition to reviewing the impact of staff's work input, the literature is reviewed in a theoretical way and the relationship between real leadership and learning culture is reported. The results of several studies show that leaders can act as mediators to promote participation by learning organizational culture and improving productivity and job satisfaction.

The results of this study will lead to true leadership research by presenting important leadership development strategies, especially important conclusions about the usefulness of the strategy focused on building and sharing a leader life story. This traditional approach to life story development is a way to tackle the challenge of how leaders acquire authenticity when proved to be ineffective in traditional leadership development methods Offers. As Avolio and Luthans (2006) stated, the leader says, "In most cases, they will talk about their leadership development life, not the wonderful leadership development program they participate" (page 14). Therefore, the focus of the intervention is building and sharing the leader's life story to enhance the credibility of the leader.

As mentioned in the excellent article on Leadership Quarterly, formal leadership has three features. As you consciously contemplate the meaning of the story of your life story in your life experience, you develop these signs and gradually become true leaders. Clear Self Concept The real leader knows who they are and what they represent. They do not need to pretend to lead their role. The clarity of the self-concept provides a background for all activities, a source of stability and consistency. A true leader plays a role in the position of faith, not status and power. They are pursuing careers, the mission they believe.

Meers' literature review also includes qualitative research by Shamir, Dayan-Horesh, and Adler (2005). There, they explored the life story spoken by the leaders. Their aim is to infer the common theme in the leader's story, which can provide further insight into leadership development. Shamir et al. (2005) presents a case in which the leader's own story, and even how he / she told it has a major influence on their followers. Meers mentioned the work of Avolio (1994), which made progress on the development of leadership with the influence of life experience, but its work is limited. The purpose of the Avorio study is to investigate the correlation between specific life experiences and to determine innovative leadership behaviors. Avolio (1994) chose the life experience he wanted to analyze