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Hannes Leroy is interested in authentic leadership and how to develop it. That interest includes not only a passionate and critical view of the concept of authenticity but his past work also includes a better understanding of its unique outcomes (e.g., safety, error hiding and work engagement), antecedents (e.g., mindfulness training), and similarities and differences from related concepts (i.e., leader behavioral integrity, leader communication transparency). On the development side he is passionate about authenticity both in terms of developing leaders to use their unique or authentic self as a source of their leadership strength as well as the idea of real (i.e., actually moving the needle) leadership development.






Academic (40)
  • Leroy, H., Anisman-Razin, M., & Detert, J. (2024). Leadership Development Is Failing Us. Here’s How to Fix It. MIT Sloan Management Review, 65(2), 48-53.

  • Choi, E., ten Brummelhuis, L. L., & Leroy, H. (2024). Honesty Is Not Always the Best Policy: The Role of Self-Esteem Based on Others’ Approval in Qualifying the Relationship Between Leader Transparency and Follower Voice. Journal of Leadership and Organizational Studies. Advance online publication.

  • Healey, M. P., Leroy, H., C., P., & Potočnik, K. (2023). Changing the Scholarly Conversation: What it Means, Why it Matters, and How to Approach it in Micro Research. Journal of Management Studies, 60(6), 1633-1656.

  • Dragoni, L., Leroy, H., Peng, A., & Stam, D. (2023). Welcoming Fireside Chats to the Field of Leadership. Journal of Leadership and Organizational Studies, 30(2), 133-136.

  • Vongswasdi, P., Leroy, H., Shemla, M., Hoever, I., & Khattab, J. (2023). Influencing diversity beliefs through a personal testimonial, promotion-focused approach. Journal of Organizational Behavior, 44(1), 1-18.

  • Vongswasdi, P., Leroy, H., Anisman-Razin, M., Claeys, J., & van Dierendonck, D. (Accepted/In press). Beyond Developing Leaders: Toward a Multi-Narrative Understanding of the Value of Leadership Development Programs. Academy of Management Learning and Education.

  • Karelaia, N., Guillén, L., & Leroy, H. (2022). When being oneself is socially rewarded: Social identification qualifies the effect of authentic behavior at work. Human Relations, 75(11), 2058-2090.

  • Detert, J. R., Kniffin, K. M., & Leroy, H. (2022). Saving Management from our Obsession with Leadership. MIT Sloan Management Review, 64(1), 74-81.

  • Leroy, H., Buengeler, C., Veestraeten, M., Shemla, M., & J. Hoever, I. (2022). Fostering Team Creativity Through Team-Focused Inclusion: The Role of Leader Harvesting the Benefits of Diversity and Cultivating Value-In-Diversity Beliefs. Group and Organization Management, 47(4), 798-839.

  • Nishii, L., & Leroy, H. (2022). A Multi-Level Framework of Inclusive Leadership in Organizations. Group and Organization Management, 47(4), 683-722.

  • Leroy, H. L., Anisman-Razin, M., Avolio, B. J., Bresman, H., Stuart Bunderson, J., Burris, E. R., Claeys, J., Detert, J. R., Dragoni, L., Giessner, S. R., Kniffin, K. M., Kolditz, T., Petriglieri, G., Pettit, N. C., Sitkin, S. B., Van Quaquebeke, N., & Vongswasdi, P. (2022). Walking Our Evidence-Based Talk: The Case of Leadership Development in Business Schools. Journal of Leadership and Organizational Studies, 29(1), 5-32.

  • Nguyen, B., Leroy, H., Gill, C., & Simons, T. (2022). Be yourself or adapt yourself? Authenticity, self-monitoring, behavioural integrity, and trust: Authenticity, self-monitoring, behavioural integrity, and trust. Journal of Trust Research, 12(1), 24-42.

  • Leroy, H. (2022). Adaptive Leadership in a Global Economy: Perspectives for Application and Scholarship. Administrative Science Quarterly, 67(4), NP73-NP75.

  • Choi, E., Leroy, H., Johnson, A., & Nguyen, H. (2022). Flaws and all: How Mindfulness Reduces Error Hiding by Enhancing Authentic Functioning. Journal of Occupational Health Psychology, 27(5), 451-469.

  • Van den Broeck, A., Howard, J. L., Van Vaerenbergh, Y., Leroy, H., & Gagné, M. (2021). Beyond intrinsic and extrinsic motivation: A meta-analysis on self-determination theory’s multidimensional conceptualization of work motivation. Organizational Psychology Review, 11(3), 240-273.

  • Leroy, H., Hoever, I., Vangronsvelt, K., & Van den Broeck, A. (2021). How team averages in authentic living and perspective-taking personalities relate to team information elaboration and team performance: Authenticity, perspective taking, team information elaboration, and team performance. Journal of Applied Psychology, 106(3), 364-376.

  • Inceoglu, I., Arnold, K. A., Leroy, H., Lang, J. W. B., & Stephan, U. (2021). From microscopic to macroscopic perspectives: The study of leadership and health/well-being. Journal of Occupational Health Psychology, 26(6), 459-468.

  • Veestraeten, M., Johnson, S. K., Leroy, H., Sy, T., & Sels, L. (2021). Exploring the Bounds of Pygmalion Effects: Congruence of Implicit Followership Theories Drives and Binds Leader Performance Expectations and Follower Work Engagement. Journal of Leadership and Organizational Studies, 28(2), 137-153.

  • Roche, M., Good, D., Lyddy, C., Tuckey, M. R., Grazier, M., Leroy, H., & Hülsheger, U. (2020). A Swiss Army Knife? How Science Challenges our Understanding of Mindfulness in the Workplace. Organizational Dynamics, 1-9.

  • Kniffin, K. M., Detert, J. R., & Leroy, H. (2020). On leading and managing: Synonyms or separate (and unequal)? Academy of Management Discoveries, 6(4), 544-571.

  • Palanski, M., Newman, A., Leroy, H., Moore, C., Hannah, S., & Den Hartog, D. (2019). Quantitative Research on Leadership and Business Ethics: Examining the State of the Field and an Agenda for Future Research. Journal of Business Ethics, 109-119.

  • Hewett, R., & Leroy, H. (2019). Well it's only fair: How perceptions of manager discretion in bonus allocation affect intrinsic motivation. Journal of Management Studies, 56(6), 1105-1137.

  • Lemoine, G. J., Hartnell, C. A., & Leroy, H. (2019). Taking stock of moral approaches to leadership: An integrative review of ethical, authentic, and servant leadership. Academy of Management Annals, 13(1), 148-187.

  • Cha, S., Roberts, L., Hewlin, P., Buckman, B., Leroy, H., Steckler, E., Ostermeier, K., & Cooper, D. (2019). Being Your True Self at Work: Integrating the Fragmented Research on Authenticity in Organizations. The Academy of Management Annals, 13(2).

  • Effron, DA., O'Conner, K., Leroy, H., & Lucas, B. (2018). From Inconsistency to Hypocrisy: When Does “Saying One Thing But Doing Another” Invite Condemnation? Research in Organizational Behavior, 38, 61-75.

  • Leroy, H., Segers, J., Dierendonck, D., & den Hartog, DN. (2018). Managing people in organizations: Integrating the Study of HRM and Leadership. Human Resource Management Review, 28(3), 249-324.

  • Sean, W., Simons, T., Leroy, H., & Tuleja, E. (2018). What's in it for me? Middle Manager Behavioral Integrity and Performance. Journal of Business Ethics, 150(3), 765-777.

  • Buengeler, C., Leroy, H., & De Stobbeleir, K. (2018). How leaders shape the impact of HR's diversity practices on employee inclusion. Human Resource Management Review, 28(3), 289-303.

  • Dierynck, B., Leroy, H., Savage, G., & Choi, E. (2017). The role of individual and collective mindfulness in promoting occupational safety in healthcare. Medical Care Research and Review, 74(1), 79-96.

  • Cullen, K., Leroy, H., Gerbasi, A., & Nishii, L. (2015). Energy’s Role in the Extraversion (Dis)advantage: How Energy Ties and Task Conflict Help Clarify the Relationship between Extraversion and Proactive Performance. Journal of Organizational Behavior, 37(7), 1003-1022.

  • Simons, T., Leroy, H., Collewaert, V., & Masschelein, S. (2015). How leader alignment of words and deeds impacts followers: A meta-analysis. Journal of Business Ethics, 132(4), 831-844.

  • Leroy, H., Anseel, F., Gardner, W., & Sels, L. (2015). Authentic Leadership, Authentic Followership, Basic Need Satisfaction, and Work Role Performance: A Cross-Level Study. Journal of Management, 41(6), 1677-1697.

  • Maes, J., Leroy, H., & Sels, L. (2014). Gender differences in entrepreneurial intentions: A TPB multi-group analysis at factor and indicator level. European Management Journal, 32(5), 784-794.

  • Vogelgesang, G., Leroy, H., & Avolio, B. (2013). The mediating effects of leader integrity with transparency in communication and work engagement/performance. The Leadership Quarterly, 24(3), 405-413.

  • Leroy, H., Manigart, S., Meuleman, M., & Collewaert, V. (2013). Understanding continuation of firm activities when entrepreneurs exit their firms. Journal of Small Business Management, 53(2), 400-415.

  • Halbesleben, J., Leroy, H., Dierynck, B., Simons, T., McCaughey, D., & Savage, G. (2013). Living up to Safety Values in Health Care: The Effect of Leader Behavioral Integrity on Occupational Safety. Journal of Occupational Health Psychology, 18(4), 395-405.

  • Leroy, H., Anseel, F., Dimitrova, N., & Sels, L. (2013). Mindfulness, Authentic Functioning, and Work Engagement: A Growth Model Approach. Journal of Vocational Behavior, 82(3), 238-247.

  • McCaughey, D., McGhan, G., Kim, J., Leroy, H., Brannon, D., & Jablonski, R. (2012). Workforce Implications of Injury Among Home Health Workers: Evidence From the National Home Health Aide Survey. The Gerontologist, 0(0), 1-13.

  • Leroy, H., Dierynck, B., Anseel, F., Simons, T., Halbesleben, J., McCaughey, D., Savage, G., & Sels, L. (2012). Behavioral Integrity for Safety, Priority of Safety, Psychological Safety, and Patient Safety: A Team-Level Study. Journal of Applied Psychology, 97(6), 1273-1281.

  • Leroy, H., Palanski, Y., & Simons, T. (2012). Authentic Leadership and Behavioral Integrity as Drivers of Follower Commitment and Performance. Journal of Business Ethics, (107), 255-264.

Professional (1)

Academic (8)
  • Nishii, L. H., & Leroy, H. L. (2020). Inclusive leadership: Leaders as architects of inclusive workgroup climates. In Inclusive Leadership: Transforming Diverse Lives, Workplaces, and Societies (pp. 162-178). Taylor and Francis AS.

  • van den Broeck, A., Carpini, J., Leroy, H., & Diefendorff, J. (2016). How much effort will I put into my work? It depends on your type of motivation. In An Introduction to Work and Organizational Psychology: An International Perspective (3rd edition) John Wiley & Sons Inc..

  • Leroy, H., Verbruggen, M., Forrier, A., & Sels, L. (2015). Career authenticity: On being true to the self at work. In Searching for Authenticity

  • Choi, E., & Leroy, H. (2015). Research methods on studying mindfulness in organizations. In Mindfulness in the Workplace

  • Simons, T., & Leroy, H. (2013). Special Issue Editorial note: Leadership as a critical driver of safety in healthcare. In Advances in Healthcare Management

  • Edmondson, A., & Leroy, H. (2013). Preface: Leadership as a critical driver of safety in healthcare. In Advances in Healthcare Management

  • Simons, T., Basik, K., & Leroy, H. (2012). Four key steps in developing leader integrity. In Management Education for Integrity

  • Simons, T., Tomlinson, E., & Leroy, H. (2011). Research on Behavioral Integrity: A Promising Construct for Positive Organizational Scholarship. In Handbook of Positive Organizational Scholarship

Academic (1)
  • Lemoine, J., Hartnell, C., & Leroy, H. (2018). Taking stock of moral approaches to leadership: An integrative review of ethical, authentic and servant leadership. In Academy of Management Annals

Academic (1)

Professional (2)
  • Heese, C., Grgic, J. M., Hoever, I., Shemla, M., Buengeler, C., & Leroy, H. (2023). Wie Führungskräfte effektiv Inklusion und Kreativität in diversen Teams fördern können. Web publication/site, PERSONALquarterly.

  • Hewett, B., & Leroy, H. (2019). Are formal bonus procedures actually motivating your staff?. Web publication/site, RSM Discovery - Management Knowledge.


Skills seminars CEMS

  • Study year: 2023/2024, 2022/2023, 2021/2022, 2020/2021
  • Code: BM-IM-SS
  • Level: Master

International Management/CEMS cohort 2022-2023

  • Study year: 2023/2024, 2022/2023
  • Code: BM-IMCEMS2223
  • Level: Master

International Management/CEMS cohort 2024-2025

  • Study year: 2024/2025, 2023/2024
  • Code: BM-IMCEMS2324
  • Level: Master

HRM Master Thesis

  • Study year: 2023/2024, 2022/2023, 2021/2022, 2020/2021
  • Code: BMMTHRM
  • Level: Master

POC Master Thesis

  • Study year: 2023/2024
  • Code: BMMTPOC
  • Level: Master

Past courses

International Management/CEMS cohort 2021-2022

  • Study year: 2022/2023, 2021/2022
  • Code: BM-IMCEMS2122
  • Level: Master

International Management/CEMS cohort 2020-2021

  • Study year: 2021/2022
  • Code: BM-IMCEMS2021
  • Level: Master

OCC Master Thesis

  • Study year: 2021/2022, 2020/2021
  • Code: BMMTOCC
  • Level: Master

HRM-OCC Master Thesis

  • Study year: 2020/2021
  • ECTS: 16 Level: Master

Your Future Career

  • Study year: 2020/2021
  • Code: BMMEYFC
  • ECTS: 1 Level: Master, Master, Master, Master, Master, Master, Master

Behaviour in organisations

  • Study year: 2019/2020, 2018/2019
  • Code: BKB010

Human resource management

  • Study year: 2019/2020, 2018/2019, 2017/2018, 2016/2017, 2015/2016
  • Code: BKB1022
  • Level: Bachelor 3, Pre-master

ERIM Research Clinic Organising for Performance

  • Study year: 2018/2019, 2017/2018, 2016/2017
  • Code: BERMRC002
  • ECTS: 4 Level: Master

Research Methodology and Design

  • Study year: 2018/2019
  • Code: BMRM2SCM
  • ECTS: 3 Level: Master

Featured in the media

Featured on RSM Discovery

Leadership development programmes go beyond the basics of ‘developing leaders’

Organisations are investing in leadership development programs expecting improved leadership effectiveness but they provide broader benefits.

RSM Discovery magazine 38 – out now!

Individual CEOs and presidents are leaders, but so are middle managers and team members. This edition of RSM Discovery magazine embodies this diversity in leadership.