Abstract
Authentic leadership has emerged as a critical and valuable approach within the oil sector, particularly in the context of developing economies. This study examines the challenges encountered by authentic leaders operating in this complex industry. Addressing a key gap in the literature, the research offers a qualitative exploration of authentic leadership challenges, contributing to a broader understanding of its contextual manifestations.
Empirically, the study employs a qualitative methodology, engaging oil industry participants through semi-structured interviews. The findings reveal rich, contextually grounded insights into paradoxes authentic leaders experience and its implications within organisations. Specifically, four key challenges are identified: financial constraints, inadequate governance and regulation, economic volatility, and leadership complexities.
These findings cast light on the contextual challenges and internal contradictions that shape the experiences of authentic leaders. By advancing theoretical and practical discourse on authentic leadership, this study extends existing knowledge and offers actionable insights for leaders, organisations, and policymakers. It reinforces the imperative to contextualise authentic leadership within the socio-economic and institutional realities in which it occurs.