Authentic Leadership And Its Application For Nursing Practice

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Beginning in Ancient Greece, philosophers, authors, and researchers have been exploring authenticity. It was not until 2003 when author Bill George discussed and incorporated authenticity as a leadership theory in his book Authentic Leadership (Kruse, 2013). This paper will discuss authentic leadership and its application to nursing practice. It will combine and relate a number of peer-reviewed journals, articles, and Brené Brown’s professional development book, Daring Greatly, to substantiate why this leadership theory is effective in the nursing profession. Authentic leadership and vulnerability greatly enhance a leader’s influence and has the ability to strengthen the nursing profession overall. Background Authentic leadership emphasizes that leaders must practice self-awareness, optimism, resiliency, balanced processing (valuing others’ input and all relevant information prior to making decisions), and relational transparency (being one’s self in all interactions). The authentic leader values bringing out the best in others and continually ensures that his/her behavior is both ethical and moral at all times (Laschinger, Borgogni, Consiglio, & Read, 2015). In order to be an authentic leader, a person must request and receive feedback with an open mind and take advantage of opportunities to explore one’s self, which often results in the individual feeling vulnerable (Kerfoot, 2006). Vulnerability is uncomfortable for many due to our society’s emphasis on being autonomous

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