“One of these things is not like the others”: the role of authentic leadership in cross-cultural leadership development

Purpose: The purpose of this research is to explore a possible relationship between the presence of authentic organisational leadership and the leadership development experience. Design/methodology/approach: This study uses a qualitative exploratory hybrid research design which draws on data from multiple sources. Data were collected by means of semi-structured interviews, document analysis and non-participant observations across two case study organisations in Saudi Arabia. Findings: The authors' findings suggest that the presence of authentic leadership (AL) within an organisation is a significant factor in the leadership development experience. This study also highlights the key importance of advancing leadership development theory that is holistic and comprehensive. Research limitations/implications: The study was conducted as case studies within a specific social context. Findings cannot be generalised but offer valuable direction for future research. Originality/value: The research advances leadership development theory by highlighting the inadequacy of the person-focussed perspective and offering exploratory evidence for the role of social context, organisational leadership and organisational artefacts in the leadership development process.