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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 (24)
  • 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.

  • 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.

  • 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.

  • Leroy, H. (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. Journal of Applied Psychology, 106(3), 364-376.

  • Leroy, H., Palanski, M., Newman, A., 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.

  • 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.

  • 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.

  • 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.

  • 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.

  • 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.

  • Leroy, H., Manigart, S., Meuleman, M., & Collewaert, V. (2014). Understanding continuation of firm activities when entrepreneurs exit their firms. Journal of Small Business Management, 53(2), 400-415.

  • 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.

  • 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.

  • 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.

  • 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., 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 (7)
  • 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..

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

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

  • 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 (1)
  • Hewett, B. (Author), & Leroy, H. (Author). (2019). Are formal bonus procedures actually motivating your staff?. Web publication/site, RSM Discovery - Management Knowledge.


Skills seminars CEMS

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

International Management/CEMS cohort 2021-2022

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

International Management/CEMS cohort 2022-2023

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

HRM Master Thesis

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

Past courses

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

Walking the tightrope of inclusion versus exclusion in the workplace: A leadership lens

How leaders can reap the benefits of inclusion and diversity – including a tool for using within organisations.

A quest for better leadership development

TEDx talk on leadership

RSM Discovery magazine 38 – out now!

Issue 38: under the editorship of the Erasmus Centre for Leadership is devoted to exploring just some of the many facets of leadership.

Leadership is like love: it can make you blind

If organisations take more time to make decisions they can overcome an automatic dislike for managers and an unconditional love for leaders.

Does morality in leadership matter? It depends on your definition of right and wrong.

Does morality matter for a leader? Research of Dr Hannes Leroy shows "yes", and benefits range from team performance to financial measures.

“Just be yourself” might not be the best advice

According to new research from Dr Hannes Leroy authenticity is not equally beneficial for everybody in every setting.

Are formal bonus procedures actually motivating your staff?

If the goal is to motivate the better performers, then allowing managers’ space to use their discretion is a good thing.

Understanding effective leadership development

To give this rapidly changing world the leaders it needs, we urgently need better leadership development. The Erasmus Centre for Leadership aims to do just that.

Middle Managers Find Walking the Talk Is Not Easy Without Top Management Support

To be an inspirational middle manager you need behavioral integrity. But how do you do that if you are undermined by higher management?

Leaders who ‘walk their talk’ improve performance and profits

Behavioural integrity is effective, because it improves your communication. And you can develop it! research by Hannes Leroy.