The purpose of this research is to explore a possible relationship between the presence of authentic organisational leadership and the leadership development experience.

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.

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.

The study was conducted as case studies within a specific social context. Findings cannot be generalised but offer valuable direction for future research.

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.

Authentic leadership

Cross-cultural leadership

Leadership development

Lewis, C.P. and Aldossari, M. (2022), "“One of these things is not like the others”: the role of authentic leadership in cross-cultural leadership development", Leadership & Organization Development Journal, Vol. 43 No. 8, pp. 1252-1270. https://doi.org/10.1108/LODJ-10-2021-0449

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