Authentic Leadership : Leadership Theory And The Work Of Bass And Steildmeier

Contrary to what some might believe a successful leader should represent, authentic leadership shows us that a leader is not someone who leads without being willing to follow. An authentic leader can and should be vulnerable, open, and the truest version of themselves. These leaders do not have all of the answers, and they are willing to admit it. This openness creates an environment of mutual trust and respect and ultimately creates a positive work

Leadership is the elaboration of group inspiration. One person entrusted as leader can implore the aid, and support of supporters in the accomplishment of a common mission. According to Gurdjian, Halbeisen, and Lane “Becoming a more effective leader often requires changing behavior. But although most companies recognize that this also means adjusting underlying mind-sets, too often these organizations are reluctant to address the root causes of why leaders act the way they do” (Gurdjian, Halbeisen, and Lane, 2014) However, today abundant businesses engross importance on the improvement of leaders. Some of the ultimate leaders were formerly followers, such as in instructive businesses. One aspect as leaders many have to contemplate in striving

Towards the end of the program, the DNP student’s mentor, Dr. Marie Etienne handed out an Authentic Leadership Self-Assessment Questionnaire created by Walumbwa and Associates to all participants. This self-assessment questionnaire assessed these four components: self-awareness, internalized moral perspective, balanced processing, and relational transparency. Participants were able to identify based on their score if they had a strong or weak authentic leadership. Scores ranged from very high, high, low and very low. The DNP student had a high authentic leadership

Every leader has their own idea of what effectiveness looks like (Jones, 2015). For this study, authentic leadership will be the focus, as defined by Avolio, Gardner and Walumbwa (2004) an individual acting according to their values and convictions, building credibility and the respect and trust of those that follow. Authenticity is a choice that individuals must choose to embrace instead of a character trait that comes from within (Murphy, 2012). Outcomes of authentic leadership remain limitedly researched both theoretically and empirically (Miniotaite & Buciuniene, 2013). Authentic leadership lacks empirical evidence between the leader’s perception and the follower’s perception (Peus, Wesche, Streicher, Braun, & Frey, 2012). Wang, Sui, Luthans,

Three weaknesses of authentic leadership are: lack of trust demonstrated from top to bottom and vice versa, a lack of development due to the infancy of this theory and the pursuit with passion can lead to a blind pursuit. Trust must be given in order to receive it, if managers are not being fully authentic with their employees, the trust and level of commitment expected will never be reciprocated. Although John usually displays this trust to his team, he is only human and at times, as with any other manager or person, people are not trustworthy. For example for years, Big Hospital has preached that everyone is a family, yet, due to certain circumstances, there had to be a lot of layoffs, and whether granted or not, this is looked as being deceitful or not being honest with your employees. The second weakness of authentic leadership can be related to its infancy and its lack of leadership development. Fusco, T. (2016, p.119) argues that the next challenging frontier is to establish genuine leadership development. Often times, leadership seems to simply fit someone’s personality, however, leaders must continue to read and develop oneself to become a better leader, either through experiences or personal training. Big Hospital provides continued training for all its employees, and although some may take it more than others, employees are often encouraged to take training classes. Lastly, the third weakness of this theory is that of a “blind pursuit” or following an idea with

Abstract: There are numerous definitions of leadership, all of which contain elements related to people (the leader and the follower(s)), communicating in person or by the written word, actions (organizing, directing, coaching, and/or motivating), and for a purpose (meeting a goal(s) or accomplishing a task(s)) (ADP 6-22) (Fisher 2015) (Bolden 2013) (Hogan 2005). Additionally, everything done occurs within a given context. Effective leaders are poised, proficient, pertinent, and practical in the application of the art of leadership. This means leaders are ready to engage the group with effective methods and

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

Inscribed on the entry-wall at the ancient Greek Temple of Apollo at Delphi are the words “know thyself”. Can a leader be truly effective without knowing one’s self? Although it has roots in previous times Authentic Leadership is a concept that began to emerge in its modern form in the 1960s. It wasn’t until 2003 when Bill George wrote about authentic leadership and its connection to ancient Greece that it became a popular leadership concept (Clark, 2014). Bill George is senior fellow at Harvard Business School, where he has taught leadership since 2004. He is the author of four best-selling books: 7 Lessons for Leading in Crisis, True North, Finding Your True North, and Authentic Leadership, as well True North Groups. His newest book, Discover Your True North, was published in August of 2015 along with its companion workbook, The Discover Your True North Fieldbook. He describes authentic leadership as a style of leading that is consistent with the core values and personality of the leader and one who leads from an honest, ethical and practical perspective. It is through the leaders authentic self, and not just the concept of self but more importantly the actions of the leader and how that is perceived by others that determines whether they believe the leader is authentic. It is through honest relationships and ethical actions that help to maximize the efforts of others in achieving the goal (George, 2016).

In brief, authentic leadership is defined as a “leadership that emphasizes building the leader 's legitimacy through honest relationships with followers which value their input and are built on an ethical foundation” (Authentic Leadership, n.d.). As leaders, they create close, trusting bonds with their followers through their transparency and their drive to serve their followers (Northouse, 2016). Practical approaches to authentic leadership are linked to a set of five initial characteristics that individuals need to possess. These include motivation, well developed values, strong relational connections, self-control and passion (Northouse,

Although trait and skill theories have ideas that can be intertwined and can be compared

The theory of authentic leadership has continued to develop since 1966 (Gardner, Cogliser, Davis, & Dickens, 2011). This is a relative new leadership theory and there is no single accepted definition of authentic leadership (Northouse, 2010). Authentic leadership can be defined using three different perspectives to include intrapersonal, interpersonal, and developmental (Chan, 2005). These perspectives include looking at the authenticity of the leader, the relationship between the leader and the follower, as well as the impact of the leader on the follower. For purposes of this study “Authentic leadership” is defined as

Herminia Ibarra’s article in the Harvard Business review titled “The Authenticity Paradox” presents an interesting perspective on leadership. She emphasizes the importance of authenticity as an effective leadership tool, but cautions against an oversimplified understanding of the term. Authenticity is often associated with integrity and being honest and true to oneself, which according to Ibarra, should not be interpreted so rigidly in the workplace as it may “hinder [one’s] growth and limit [one’s] impact” (Ibarra. 55). The author defines an authentic manager as one who, while remaining true to his core values, is able to adapt to various situations, play politics when required; someone who is able to wear different hats and alter their behaviors and actions to the situation that demands it. He is someone who is not afraid to step outside of his comfort zone, is willing to try different ideas, admit his mistakes and move on to the next project or activity. Furthermore, the authentic manager is able to find a proper balance between closeness and detachment with his employee.

Chapter sixteen discusses various leadership theories which can implemented by leaders to achieve success. The choice of leadership theory differs from leader to leader as they possess different vision and way of managing. A theory isn 't always perfect in itself, it is the endless effort of the leaders which makes the theory a perfect one. Two approaches of leadership that I prefer are Situational Leadership Theory and Servant Leadership Theory. Among many theories I prefer these two because I tend to practice those principles most of the time and I assume these are theories that I truly tend to continue in a long run.

Authentic leaders create healthy enterprises for the long term and almost without exception, emerging leaders have solid values and a sense of purpose. We are looking to make a difference, to contribute to a worthwhile cause through our work and to find a reasonable balance between our work and home lives. In addition, to work where we trust the leaders and share a common set of values is essential to the chemistry involved in organizational leadership. “We have different gifts, according to the grace given us. If a man’s gift is prophesying, let him use it in proportion to his faith. If it is serving, let him serve; if it is teaching, let him teach; if it is encouraging, let him encourage; if it is contributing to the needs of others, let him give generously; if it is leadership, let him govern diligently; if it is showing mercy, let him do it cheerfully” (Romans 12:6-8, 1984, NIV).

Herminia Ibarra’s article in the Harvard Business review titled “The Authenticity Paradox” presents an interesting perspective on leadership. She emphasizes the importance of authenticity as an effective leadership tool but cautions against an oversimplified understanding of the term. Authenticity is often associated with integrity and being honest and true to oneself, which according to Ibarra, should not be interpreted as such in the workplace. The author defines an authentic managers as one who, while remaining true to his values, is able to adapt to various situations, is able to balance closeness and distance with his employee. The authentic manager is someone who steps outside of his comfort zone, is willing to try different ideas, admit his mistakes and move on to the next project or activity.