从这个定义中可以得出真正的领导结构。汗(2010)以信心为第一个构念。诚实、坦率、诚实的领导者没有什么可隐藏的，对他们的日常工作充满信心。真正的领导者不仅对自己有信心，而且对如何让员工完成工作充满信心，因为他们能更好地实现自己的能力，因为真正的领导力培养了更紧密的互动。其次，他们通过给员工希望和乐观来激励和激励员工。在所有的工作场所，在充满挑战的时候，有必要鼓励员工做到最好。保持员工士气是必要的。真正的领导者，正如可汗(2010)在他的评论中给工作场所带来希望和乐观。这种灵感本身会创造更好的组织文化。Khan(2010)提出的最后一个构想是弹性。真正的领导者将拥有两种主要的能力。首先，真正的领导者必须能够增强员工的弹性。第二，真正的领导者必须有韧性。韧性是一个人从困难和困难中恢复过来的属性。一个人越有弹性，他们就越能从情况中恢复过来。一个真正的领导者在遇到困难的时候能够做到诚实和正确的事情。积极的期望是由于这种真正的领导力而产生的。Khan(2010)提出了一个基于这四个因素的模型，这四个因素来自Avolio & Gardiner(2005)的定义。该模型侧重于核心特征，而真正的领导力则集中在这些特征上。在这里，领导者能够避免基于这些核心特征的弱点，随后会发现追随者的弱点也减少了。最终，他们的表现影响了组织，因此Khan(2010)的工作在关键管理研究的基础上，除了对领导力的管理实践进行了研究之外。
The constructs of authentic leadership are drawn from this definition. Khan (2010) presents confidence as the first construct. The leader who is authentic, open and honest has nothing to hide, and is confident in their everyday work. Authentic leaders are confident in not only themselves, but they are also confident in how to get work done with their employees as they have better realization of their capabilities because of the closer interaction fostered by authentic leadership. Secondly, they motivate and inspire employees by giving them hope and optimism. In all workplaces, during challenging times and otherwise, it is necessary to encourage employees to do their best. Maintaining employee morale is necessary. Authentic leaders as Khan (2010) presents in his review bring hope and optimism to the workplace. This inspiration will in itself create better organizational culture. The final construct presented by Khan (2010) is resilience. The authentic leader will possess two main capabilities. Firstly, the authentic leader must be capable of strengthening the resilience of his employees. Secondly, the authentic leader himself must be resilient. Resilience is that attribute of a person to bounce back from difficulties and hardships. The more resilient a person is the more better they will be able to bounce back from situations. An authentic leader will be able to do the honest and right thing when there are difficulties. Positive expectations are created because of such authentic leadership. Khan (2010) proposes a model based on these four factors, which are from the definitional statement in the work of Avolio & Gardiner (2005). The model focuses on the core characteristics and the argument made is that authentic leadership is focused on these characteristics. here the leader is able to avoid weaknesses based on these core characteristics, then it would follow that the weaknesses are also reduced in the followers. Ultimately, both their performance affects the organization and hence the work of Khan (2010) falls under critical management studies in addition to throwing light on managerial practices of leadership.