scholarly journals SELF‐AWARENESS TRIGGER LEADING TO AUTHENTIC LEADERSHIP: CONCEPTUALIZATION AND DEVELOPMENT OF RELIABLE AND VALID SELF‐AWARENESS TRIGGER SCALE

2021 ◽  
Vol 10 (1) ◽  
Author(s):  
Beena Prakash Nair ◽  
Teegalapelly Prasad ◽  
Shreekumar K. Nair
Keyword(s):  
Authentic Leadership ◽  
Self Awareness

Authentic leadership development: scrutiny of an apparent paradox

2014 ◽  
Author(s):  
António Calheiros
Keyword(s):  
Leadership Development ◽  
Authentic Leadership ◽  
Organizational Context ◽  
Social Identification ◽  
Self Awareness ◽  
True Self ◽  
Apparent Paradox ◽  
Positive Behaviors ◽  
Individual Self ◽  
Authentic Leadership Development

Leadership has long been a topic of interest for both academics (Hiller, DeChurch, Murase, & Doty, 2011; Sanders & Davey, 2011) and practitioners (Bennis, 2007; George, 2003). Academics have tried to understand the concept and identify its consequences and determinants. Practitioners have focused their efforts in its training and development hoping to reap its promised benefits. Over the last decade, authentic leadership has emerged as the fashionable leadership theory. More than just promising impacts on performance and subordinates’ work satisfaction, authentic leadership addresses management’s long term demand for and ethic and moral commitment (Ghoshal, 2005; Rosenthal et al., 2007). Authentic leadership is “a process that draws from both positive psychological capacities and a highly developed organizational context, which results in both greater self-awareness and self-regulated positive behaviors on the part of leaders and associates, fostering positive self-development” (Luthans and Avolio, 2003). The components of authentic leadership’s self-regulated authentic positive behaviours are balanced (non-prejudice) processing, relational orientation and internalized moral perspetive. One key point of authentic leadership is the authenticity of leaders, which can be defined as “knowing, accepting, and remaining true to one’s self” (Avolio et al., 2004). Recent research (Ford & Harding, 2011) have argued that this demand for one’s true self privileges a collective (organizational) self over an individual self and thereby hampers subjectivity to both leaders and followers, and could lead to destructive dynamics within organizations. This paper discusses the seeming paradox of developing authenticity in leaders, (namely addressing the issues raised by Ford & Harding) and clarifies the aim of authentic leadership development. It also assesses the suitability of traditional leadership development methodologies in meeting the challenges posed by a process-based approach to leadership with a focus on individual and social identification.

(Dis)Ableing Notions of Authentic Leadership Through the Lens of Critical Disability Theory

2017 ◽  
Vol 19 (4) ◽  
pp. 362-377 ◽  
Author(s):  
Greg Procknow ◽  
Tonette S. Rocco ◽  
Sunny L. Munn
Keyword(s):  
Leadership Development ◽  
Human Resource Development ◽  
Interpersonal Relationships ◽  
Leadership Style ◽  
Authentic Leadership ◽  
Belief Systems ◽  
Self Awareness ◽  
Persons With Disabilities ◽  
Deficit Model ◽  
The Disabled

The Problem Persons with disabilities (PWD) are regarded as “the Other” and are sequestered from “normative” society because of their “Otherness.” “Othering” results in discrimination and the systemic preclusion of PWD. Ableism is the belief that being without a disability, impairment, or chronic illness is the norm. The notion that people without disabilities are the norm and are inherently superior is accepted without critique by those that advocate for authentic leadership. This privileges ableism and furthers the “Othering” of PWD within a leadership style intended to promote self-awareness, beliefs and ethics, and interpersonal relationships. The Solution The disabled experience and differently abled voice must be restored through relationally “being” with others and authentic dialogue. What is needed is a shift from the deficit model of authentic leadership to a social paradigm of authentic leadership, welcoming of bodily and psychic difference. This will better enable both leaders and employees to craft an authentic profile in the workplace. The Stakeholders Leaders and those who seek to become leaders following an authentic leadership approach can benefit from a better understanding of how their ingrained belief systems impact those that they lead who are both “able-bodied” and “disabled.” Human resource development (HRD) practitioners and leadership development practitioners can use this information to deconstruct and reconstruct leadership development opportunities to be inclusive as an authentic leader.

scholarly journals The Power of Authentic Leadership in the Workplace

2021 ◽  
pp. 14-18
Author(s):  
Katherine Davis
Keyword(s):  
Authentic Leadership ◽  
Growth Mindset ◽  
Self Awareness ◽  
Work Relationship ◽  
New Generation

If you were asked to describe your boss or supervisor in three words, what would they be? Were the words that came to mind positive or negative traits? Well, if one of your answers includes self-awareness, genuine, integrity, visionary, transparent, consistent, or practices solid values, then your leader is what the new generation is asking for. Authentic leadership has been on the rise as employees want more character-based leaders with whom they can build a work relationship and someone who is trustworthy as well as willing to learn. Followers are more likely to respond positively to a leader who is transparent and promotes a growth mindset.

A small initiative in the journey of making leaders with the help of authentic leadership model

Kybernetes ◽  
2018 ◽  
Vol 47 (10) ◽  
pp. 1956-1972 ◽  
Author(s):  
Archana Shrivastava
Keyword(s):  
Leadership Development ◽  
Process Model ◽  
Authentic Leadership ◽  
Research Study ◽  
Self Regulation ◽  
Main Stream ◽  
Self Awareness ◽  
Content Type ◽  
Effective Manner ◽  
Mind Maps

Purpose This research study uses authentic leadership (AL) model for leadership development. The purpose of this paper is to focus on the developmental perspective where the attention is on the processes. As the authenticity involves both owing one’s personal experiences and acting in accordance with one’s true self, the emphasis is on self-awareness and self-regulation. The influence of the person’s personal history and trigger events are considered as significant antecedents for generating AL. As the research was facilitated by the participation and collaboration of the number of individuals with the researcher for common purpose, i.e. developing AL, action research methodology is adopted. Design/methodology/approach The methodology used was based on the self-assessment exercises in the controlled environment. The programme used intensive counselling sessions, Neuro Linguistics programming (NLP), career autobiographies, mind maps, workshops and storytelling sessions as tools. Certified counsellors and trainers were out-sourced for conducting such sessions. With the information generated through various sources, detailed career autobiographies of students’ self-image were generated. These reports were then critically analysed on “Nvivo”, a software that supports qualitative and mixed research methods. Comprehensive data analysis was done to pull the information together and make sense of it. The development process model of AL began with how individuals interpret their accumulated life experiences with the “Who I am?” approach. NLP was used as a research instrument which involved question-based discussions, value elicitation exercise and “Anchoring and Mentor table”. The results that came after the exercises were reported by the students in a one-page autobiography. Findings The students learnt to live by their inner compass. They were finally able to relate themselves and their identity with their beliefs, thereby, understanding the term, “Who Am I”; the intentions closely related with the components of AL. Students realized that each one of them was unique. What lied beneath were exposed and the students were more at ease once they realized that they were able to balance these emotions and use them towards behaving congruently. The research concluded that doing such kind of exercises along with the main stream subjects is definitely going to help students emerge as a better person, employee and an authentic leader in the future. Practical implications The approach helped students become self-aware and self-confident and therefore enhanced their capacity to adapt positively to social set ups personally and professionally. The results suggest that such leadership development programmes along with the main stream subjects can foster AL giving students new abilities and embodied skills to deal with the practical challenges of life in a more effective manner. Originality/value This research study supports new emerging strategy of educating managers to become effective leaders and demonstrate that the development of AL can be fostered by such interventions during their journey of becoming leaders. Further, researches on whether AL can be developed through planned interventions can be certified through longitudinal studies in this area.

scholarly journals Authentic Leadership and Openness to Change in Pakistani Service Industry: The Mediating Role of Trust and Transparent Communication

2020 ◽  
Vol 10 (3) ◽  
pp. 291
Author(s):  
Abdul Basit ◽  
Danish Ahmed Siddiqui
Keyword(s):  
Authentic Leadership ◽  
Service Industry ◽  
Strategic Change ◽  
Equation Modeling ◽  
Self Awareness ◽  
Change Initiatives ◽  
Openness To Change ◽  
Mediating Role ◽  
Indirect Relationship

Organizations to engage in strategic change initiatives to remain competitive. Leadership is the top determinant of successful change. This study investigated the factor affecting the employee’s openness to change during process of change and how leadership affects that. We proposed a theoretical framework, modifying (Yue, Men, & Ferguson, 2019) by incorporating Authentic in place of transformational Leadership. We hypothesized that authentic leadership affect organisational trust during change both directly, as well as by inducing transparent communication. Trust would in turn positively affect openness to change. Authentic leadership included 1. Self-Awareness, 2. Relational Transparency, 3. Balanced Processing, and 4. Internalized Moral Perspective, dimensions. Whereas, transparent communication consisted of 1. Participation, 2. Substantiality, 3. Accountability, Factors. Empirical validity was established by conducting a survey using close ended questionnaire. Data was collected from 310 employees working across different service industry in Karachi, and analyzed using confirmatory factor analysis and structured equation modeling. The finding revealed that transparent communication and authentic leadership have significance direct and indirect relationship with employees’ openness to change. Organizational trust has significant relationship with employees’ openness to change during change process. However Authentic leader has weak direct relation with transparent communication and there is no significance relationship between authentic leadership and trust with mediating role of transparent communication. However, trust significantly mediate all the factors of authentic leadership except Self-Awareness, and Openness to Change. Similarly, trust also mediated Substantiality, and Accountability factors of communication, and openness. Lastly, substantiality also offered a partial mediatory role between authentic leadership and trust.

Authentic way to retain hospitality staff

2016 ◽  
Vol 24 (5) ◽  
pp. 13-15
Author(s):  
Brian Beal
Keyword(s):  
Leadership Style ◽  
Turnover Intention ◽  
Authentic Leadership ◽  
Leadership Behavior ◽  
Self Awareness ◽  
Content Type ◽  
The Usa ◽  
Critical Leadership ◽  
The Impact ◽  
Positive Effect

Purpose The purpose of this paper is to explore whether authentic leadership in hospitality is composed of four distinctive but related substantive components (i.e. self-awareness, relational transparency, balanced processing, and internalized moral), the impact of authentic leadership on employees’ organizational commitment (OC), the impact of employees’ OC on their turnover intention (TI), and the indirect effect of authentic leadership on employees’ TI via OC. Design/methodology/approach The authors tested a sample of 236 students working as employees in hospitality in the USA, with the idea that authentic leadership increases OC which in turn decreases TI. The participants were asked to rate the manager’s leadership style and the frequency of their leadership behavior. Findings Results provide support for the positive effect of authentic leadership on OC in the hospitality industry, and suggest that OC mediates reduced TI. Originality/value The results of the study suggest a variety of significant theoretical contributions and critical leadership and organizational implications. The effects of authentic leadership were empirically tested on employees’ OC and the effects of that OC on TI.

Authentic Leadership Fostering Creativity in Start-ups: Mediating Role of Work Engagement and Employee Task Proactivity

2020 ◽  
pp. 227853372096429
Author(s):  
Santoshi Sengupta ◽  
Swati Sharma ◽  
Aishwarya Singh
Keyword(s):  
Work Engagement ◽  
Structural Equation ◽  
Authentic Leadership ◽  
Sense Of Self ◽  
Self Awareness ◽  
Positive Leadership ◽  
Mediating Role ◽  
Start Up ◽  
Start Ups

This study investigates the effect of authentic leadership (AL) on employee creativity and the mediating role of work engagement (WE) and employee task proactivity (ETP) in the context of start-ups. Data collected from 300 leaders and 300 employees of Indian start-ups were analysed using structural equation modelling. The findings suggest that AL has direct and significant effects on creativity and the same is mediated by WE and ETP. For a start-up, it is essential that employees perceive their founders or leaders to have high moral perspective, clear sense of self-awareness and exhibit transparency in their behaviours with their followers. Such behaviours motivate the followers to invest soulfully in their work and do things in a proactive manner, which then leads to creativity. For any start-up to succeed, both a strong form of positive leadership and high levels of creativity from employees are required.

Authentic Leadership

2017 ◽  
Author(s):  
Howard Jablon ◽  
Jeffrey J. Matthews
Keyword(s):  
Leadership Style ◽  
Authentic Leadership ◽  
Marine Corps ◽  
United States Marine Corps ◽  
Critical Element ◽  
Self Awareness ◽  
Moral Code ◽  
Military Career ◽  
Self Knowledge ◽  
Second World

David M. Shoup was the twenty-second commandant of United States Marine Corps (1960-1963). An R.O.T.C. graduate, he began his military career in 1926, and would earn the Medal of Honor for his courageous leadership at the Battle of Tarawa during the Second World War. After the war, Shoup developed a reputation as a highly effective institutional reformer, someone who skirted self-promotion and political machinations, and instead focused on mission. In the years before he became commandant, Shoup served as Inspector General of the Marine Corps. Essential to his professional success was his authentic leadership style, which led subordinates to follow him and superiors to depend on him. A critical element of his authentic nature was keen self-awareness, including an understanding of how his early life experiences in Indiana shaped his core values, of honesty, fairness, responsibility, and commitment. Equally important to his authentic leadership was an independent-mindedness and a determination to act in accordance witl1 his moral code, regardless of the consequences. Throughout his Marine Corps career and even in retirement, Shoup utilized his self-knowledge and heightened sense of integrity to govern his everyday conduct and decision-making.

scholarly journals Perceptions about Authentic Leadership Development: South African Occupational Therapy Students’ Camp Experience

2018 ◽  
Vol 2018 ◽  
pp. 1-9
Author(s):  
Fatima Hendricks ◽  
Susan Toth-Cohen
Keyword(s):  
South Africa ◽  
Leadership Development ◽  
Occupational Therapy ◽  
Authentic Leadership ◽  
Student Leadership ◽  
Self Control ◽  
Self Awareness ◽  
Diversity And Inclusion ◽  
Moral Crisis ◽  
Authentic Leadership Development

Background. Twenty-three years into democracy, concern is deepening regarding the slow progress of Occupational Therapy (OT) in South Africa, especially with regard to diversity and inclusion within OT. Methods. This study explores authentic leadership development primarily among Black OT students attending a pilot Occupational Therapy Association of South Africa (OTASA) National Student Leadership Camp. It seeks to ascertain their perceptions on leadership and leadership development. This descriptive pilot study employs in-depth interviews and subsequent content analysis, with 12 OT students from six university OT programs in South Africa. Findings. Four categories of participant perceptions on authentic leadership development emerged from the analysis: (1) perceptions about oneself as a leader based on personal narrative, self-awareness, self-control, and psychological capital; (2) perceptions about others, specifically current leaders, with regard to their moral crisis, including continuing inequality, insincerity, greed, and selfishness; (3) goals and aspirations for leadership development via student camps; and (4) effects of leadership on the system. Conclusions. Recommendations for future practice include promotion of storytelling as a means of personal reflection for authentic leadership development and focused investment in camps for developing student leadership skills and building authentic leadership knowledge.

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