...Authentic Leadership Leaders of the future should be obliged to embark on their own journey of personal development to earn the title leader (Whitmore 2012). The need for governance has mainly increased the pressures on organisations to have aspiring leaders with the skills needed for their fields of interest. This is supported by The Open University (on-line 2012) when it is suggested that clinical leadership is essential for service redesign, quality, innovation, productivity and prevention. It is recognised that in order to facilitate whole system approach in today’s National Health Service (NHS), leaders need to understand not only the people and culture they are trying to change, but also their own personality traits and how these may affect the process (Judge and Bono 2000, 754). In this regard a personal based analysis will be conducted, realising how far I have already gone concerning the developmental processes. I shall conduct a critical reflection (Gibbs 1988) of a personal leadership archaeology found in Appendix One. To facilitate the learning demonstrated two tools have been used; a full Myers-Briggs Type Indicator (MBTI) assessment has been completed, which allows a level of understanding by analysing individuals’ preferences as they make up a personality. Secondly the Belbin team role self perception inventory (BTRSPI) has been completed by both self and observer assessments used to consider my role within the team. The completion of these tools...
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...J Bus Ethics (2015) 131:107–119 DOI 10.1007/s10551-014-2271-z Authentic Leadership and Whistleblowing: Mediating Roles of Psychological Safety and Personal Identification Sheng-min Liu • Jian-qiao Liao • Hongguo Wei Received: 26 July 2013 / Accepted: 22 June 2014 / Published online: 8 January 2015 Ó Springer Science+Business Media Dordrecht 2015 Abstract The issues of organizational wrongdoing damage organizational performance and limit the development of organizations. Although organizational members may know the wrongdoing and have the opportunity to blow the whistle, they would keep silent because of the interpersonal risks. However, leaders can play an important role in shaping employee whistleblowing. This study focuses on discovering the mechanisms of how authentic leaders influence employee whistleblowing with a sample from China. Results demonstrate that authentic leadership is positively related to internal whistleblowing. Team psychological safety partly mediates the relationship between authentic leadership and internal whistleblowing. Personal identification partly mediates the relationship between authentic leadership and internal whistleblowing. The study contributes to the extant theory by filling the gap between leadership and whistleblowing. Keywords Internal whistleblowing Á Authentic leadership Á Psychological safety Á Personal identification S. Liu Business School, University of Shanghai for Science and Technology, Jungong Road...
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...propose that dyadic relationships will become more intimate and trusting as the level of consistent commensurability of a person’s actual self, and perceptions of the other’s view of his or her actual self, increases. The implication for the development of authentic leader–member relationships in unconstrained settings is that followers and leaders will be most likely to form trusting and close relationships with persons who see them as they see themselves, i.e.—persons who see their true selves. Moreover, when ought selves serve as the source of commensurability, the follower will conclude the leader bhas the same standards as meQ (Robins & Boldero, 2003, p. 64), producing interpersonal feelings of justification. Finally, when the ideal selves serve as the source of commensurability, the follower will conclude that the leader bhas the same ideals and aspirations as meQ (p. 64) and experience feelings of cooperation and alliance. Thus, the highest levels of interpersonal trust, intimacy, cooperation, and goal alignment will be achieved when the follower and leader have congruent actual, ought and ideal selves. We believe such high levels of consistent commensurability are especially conducive to the formation of authentic leader–follower relationships, as both parties share similar ought and ideal selves, and accurately present and perceive their actual selves. Particularly relevant to our focus on follower self-regulation are instances where ought and ideal selves of...
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...Examine what changes I want to make in own leadership style, and give reasons why. Give examples of how this will affect my work going forward. Examine what changes I want to make in own leadership style, and give reasons why. Give examples of how this will affect my work going forward. Plagiarism Declaration I know that plagiarism is wrong. Plagiarism is to use another’s work and pretend that it is one’s own. Allowing another to copy my work and use it as their own is also plagiarism. This assignment is my own work. I have not allowed and will not allow anyone to copy my work with the intention of passing it off as his or her own work. I acknowledge that working with someone on my assignment is allowed, but only if a mutual effort is made and different examples and, where necessary, wording is used. Signature: ....868.... Plagiarism Declaration I know that plagiarism is wrong. Plagiarism is to use another’s work and pretend that it is one’s own. Allowing another to copy my work and use it as their own is also plagiarism. This assignment is my own work. I have not allowed and will not allow anyone to copy my work with the intention of passing it off as his or her own work. I acknowledge that working with someone on my assignment is allowed, but only if a mutual effort is made and different examples and, where necessary, wording is used. Signature: ....868.... Introduction If someone asked me before I started my MBA what changes...
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...Assignment 4 Chapters 10 and 11. Case 11.1 Authentic Leadership Am I Really a Leader? 1. Learning about one’s self is an essential step in becoming an authentic leader. What role did self-awareness play in Sally Helgesen’s story of leadership? Self-awareness is an extremely important process in becoming an authentic leader wherein individuals not only understand themselves, including their strength and weaknesses but also learn the impact they have on others. Understanding herself just lead Sally into becoming an authentic leader. Through her journey and experiences, she realized her strengths and weaknesses and developed a clear sense of who she was and what she stood for; developed a strong anchor for her decisions and actions. 2. How would you describe the authenticity of Sally Helgesen’s leadership? I think Sally’s leadership is very authentic. The factors that impacted her leadership were Confidence and resilience: When she started writing the book Wildcatters she lived in adverse conditions but she showed resilience, remaining optimistic and bounced back from challenging situations and became a writer. Moral reasoning: Despite her acclaim she realized her shortcomings seeing herself as an author not an expert on women’s issues and started reasserting them in a different form. She developed the capacity to make ethical decisions. Critical Life event: The book The Female Advantage resulted in numerous speaking and consulting opportunities. I think that her travels...
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...Effective Leadership There is no doubt that to be an effective leader in today’s environment we have to be prepared to take on several challenges and use them as a tool to foster individual growth and creativity within our organization. The problem is too often people in positions of power can easily get overwhelmed and as result lose focus of what it really means to lead. Leadership is a two way streak and employees need their leaders just as much as leaders need their employees to be successful. This is why it is important to create an environment where the exchanges of ideas is encouraged and instead of surrounding themselves with “yes men”, leaders should hire employees who are not afraid to tell it like it is. Personally, I have seen managers flounder on projects simply because they did not want to surround themselves with the right skills for fear of being demoted. What they forget is that it is usually a matter of time before one mistake becomes viral and they become victims of their own dysfunctions. Leaders can be more effective if they start by first realizing their own short comings. “Leaders are made, not born” (Iacocca, n.d.). In most cases, it is a never ending learning process and although we do not expect them to be perfect, the fact is most employees rely on their expertise and unique strengths to influence and motivate them. At the same time, one common mistake we see in some leaders is that they think they have all the...
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...Introduction The articles this week examined leadership theories that all share an ethical component as part of their core construct, reflected in the leader showing concern for followers and an interest in meeting their needs (Mayer, Bardes & Piccolo, 2008; Caza & Jackson, 2011; Fry, 2003). The following paragraphs will discuss the varying ways leaders approach this concept within authentic leadership, servant leadership, and spiritual leadership. Authentic Leadership Authentic leaders show a high propensity of concern for others as well as a desire to meet their followers needs (Caza & Jackson, 2011, Luthans & Avolio, 2003; Walumbwa, Wang, Wang, Schaubroeck & Avolio, 2010). Followers’ need for empowerment is met by authentic leaders through exerting a conscious effort to develop their followers to become leaders themselves (Luthans & Avolio, 2003, Walumbwa et al., 2010). Additionally, through the concept of “balanced processing” (Walumbwa, Avolio, Gardner, Wernsing & Peterson, 2008) the leader creates an environment where followers’ opinions and insights are solicited and...
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...Servant and Authentic Leadership By: Lorie Vos Date: September 19, 2011 Course: MGT380: Leadership for Organizations Instructor: Meredith Peabody Leadership is commonly referred to as the ability to influence human behavior in order to accomplish organizational goals. Through my studies I have found that in our current business climate organizations are no longer hiring those who only posses traditional management skills; rather they are seeking leaders who possess the talent and traits that relate to the charismatic-inspirations component of leadership. Leadership involves interaction between the leader, the followers and the situation. Through this course I understand that in order to influence human behavior to accomplish organizational goals I must become an effective leader, and developing servant and authentic leadership skills are critical. I will discuss why the skills and traits of these theories are critical to influence human behavior and to accomplish organization goals. Effective leaders leave a lasting impression on those who follow them forever changing their lives “people do not leave companies, they leave people”, unknown author. In order to influence human behavior to accomplish organizational goals effective leaders must invest in strengths of their followers. Leadership involves interaction between the leader and the follower. In order to invest in the strengths of my followers I will need the traits of a servant leader. Servant leader...
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...leaders. Discovering Your Authentic Leadership by Bill George, Peter Sims, Andrew N. McLean, and Diana Mayer Reprint R0702H We all have the capacity to inspire and empower others. But we must first be willing to devote ourselves to our personal growth and development as leaders. Discovering Your Authentic Leadership by Bill George, Peter Sims, Andrew N. McLean, and Diana Mayer COPYRIGHT © 2007 HARVARD BUSINESS SCHOOL PUBLISHING CORPORATION. ALL RIGHTS RESERVED. During the past 50 years, leadership scholars have conducted more than 1,000 studies in an attempt to determine the definitive styles, characteristics, or personality traits of great leaders. None of these studies has produced a clear profile of the ideal leader. Thank goodness. If scholars had produced a cookie-cutter leadership style, individuals would be forever trying to imitate it. They would make themselves into personae, not people, and others would see through them immediately. No one can be authentic by trying to imitate someone else. You can learn from others’ experiences, but there is no way you can be successful when you are trying to be like them. People trust you when you are genuine and authentic, not a replica of someone else. Amgen CEO and president Kevin Sharer, who gained priceless experience working as Jack Welch’s assistant in the 1980s, saw the downside of GE’s cult of personality in those days. “Everyone wanted to be like Jack,” he explains. “Leadership has many voices. You need to...
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...Authentic leadership seems to be the most useful out of most of the theories discusses in Northouse (2016) textbook. This theory is based on being genuine to the leader’s values and in this era that appears to be respected. Followers today look for leaders that are original and are driven from personal experiences. Leaders that have an agenda that is based on creating change for the better good based from life experience makes them more attractive because their followers can relate to them and in return they feel understood by the leader. Another aspect of authentic leadership is being transparent. Again, in this day in age, we use social media as our form of communication, follow current events, and connect with others, having that available...
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...Authentic Leadership Development (ALD) is composed of self-awareness, balanced processing, internalized moral perspective, and relational transparency. A critical component to ALD, self-awareness is the outcome of fully accepting and understanding one’s self as a leader. Related to learning about one’s self and self-reflection, Cerne et al. (2014) states authentic leaders observe and analyze their own mental state through introspection. Related to learning about one’s self and self-reflection, Cerne et al. (2014) states authentic leaders observe and analyze their own mental state through introspection. Referring to the demonstrated understanding of one’s strengths, weakness, and the way one makes sense of the world (Avolio et al. 2009),...
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...Nancy Barry Case Analysis Jason Mandel Ramapo College of New Jersey 21st Century Leadership October 15, 2015 Briefly introduce the case (discuss Barry’s important life decision) The Nancy Barry chapter in “The Leadership Moment” is the story of a Harvard-educated woman who quickly gained success as a high-powered lending executive at the World Bank, and then went on to transform the business world as President of Women’s World Banking (WWB) (Useem, 1998). As readers, we are exposed to Nancy’s important life decision early on in the chapter when the WWB approaches her to lead their organization (Useem, 1998). At that time, Nancy was a highly compensated executive as Chief of the World Bank’s Industrial Development Division, with a large administrative support staff, and had been working there from 1975-1990. Clearly, giving up a powerful position with the globe’s most prominent bank after 15 years of service could not have been an easy decision. However, Nancy fully supported the WWB and the Grameen Bank of Bangeldesh for quite some time, so even with her contemporaries calling her “crazy” for leaving the World Bank, Nancy proved she was authentic by taking the position as President of WWB and following her heart instead of her wallet. Discuss Nancy Barry’s leadership style using LMX theory The LMX theory, or leader-member exchange theory, spotlights positive, dyadic relationships between supervisors and subordinates, often producing an increase in organizational efficacy...
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...responding issue Topic Authentic leadership development: Getting to theroot of positive forms of leadership SPSE technique Describe the general background: We begin by considering some of the environmental and organizational forces that may have triggered interest in describing and studying authentic leadership and its development. Describe a problem that the research addresses: Leadership has always been more difficult in challenging times, but the unique stressors facing organizations throughout the world today call for a renewed focus on what constitutes genuine leadership. What did you do or try to address this problem? if authentic leadership over time is shown as simply highlighting the processes nested in more traditional models of leadership such as ethical or transformational, then emerging theory in this area would have served to enhance the importance of self-awareness in explaining the highest forms and impact of leadership on sustained, veritable performance. How did you evaluate the proposed solution and what were the results? We conclude by discussing the status of authentic leadership theory with respect to its purpose, construct definitions, historical foundations, consideration of context, relational/processual focus, attention to levels of analysis and temporality, along with a discussion of promising directions for future research. Robert Brown’s Eight Questions 1. Working Title of Paper Authentic leadership development: Getting to the...
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...Servant and authentic leadership in comparison are value-based leadership styles. Authentic leadership has more of an intrapersonal concept of leadership that is based on contructed concepts and how it relates to actions taken in working together with followers. Authentic leadership includes various conceptions of authenticity including other traits such as enduring relationships, hopefulness, confidence and other attributions (Nahavandi, 2015, p. 198). Authentic leaders are self-confident, hopeful, positive and strong relations with individuals who show themselves as being profoundly aware of how to think and perform. Servants leaders are also self-confident, hopeful, positive and strong relationship tendencies. Servant leadership unlike...
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...진성리더십(Authentic Leadership) 1. 진성리더십의 개념 진성리더십의 개념은 진정성(authenticity)의 개념을 바탕으로 정의된다. 진정성(authenticity)은 한 개인이 자기 스스로를 알고, 자신 내면의 생각과 감정, 가치관 등에 일치되도록 행동하는 것을 의미하며, 자기인식(self-awareness)과 자기규제(self-regulation) 등 두 가지 요소로 이루어진다. 자기인식은 현재 자신의 진정한 자아를 인식하는 것으로 자신의 재능, 강점, 목표, 핵심 가치관, 믿음, 욕망 등을 지속적으로 이해하는 과정이며, 자기규제는 개인이 그들의 가치관과 목표를 자신의 행위와 일치시키는 과정이다. 진성리더십은 ‘리더와 조직구성원들의 긍정적 자기개발 촉진 측면에서 자기인식, 내재화된 도덕적 관점, 정보의 균형된 프로세스(처리) 및 관계적 투명성 등을 보다 발전시키기 위해 긍정적 심리 역량과 긍정적/도덕적 분위기를 만들어내고 증진하는 리더의 행동 양식’으로 정의된다. 진성리더란 ‘자신이 어떻게 행동하고 생각하는지 충분히 지각하며, 그들과 다른 사람들의 가치/도덕적 관점, 지식 및 강점을 알고 있는 다른 사람들에 의해 인식되는 사람들로서, 그들이 행동하는 맥락을 알고 있으며, 자신감 있고, 희망적이며, 낙관적이고, 복원력이 높으며, 높은 도덕적 특성을 지닌 리더’이다. 2. 진성리더십의 발전배경 진성리더십은 미국 네브라스카-링컨 대학 갤럽 리더십 연구소(Gallup Leadership Institute)의 변혁적 리더십과 윤리적 리더십을 바탕으로 사회와 조직구성원으로부터 존경과 신뢰를 받을 수 있는 리더십의 제시와 개발에 대한 연구에서 시작되었다. 진성리더십은 긍정심리학, 긍정조직행태(POB), 변혁적 리더십(transformational leadership)/전범위 리더십(full-range leadership), 윤리적/도덕적 관점수용(ethical/moral perspective-taking) 등과 같은 이론적 논의들을 통합하려는 노력을 통해 발전하였다. 진성리더십은 긍정조직행태 연구에 있어 중요한 요소로서 심리적 자본과 같은 조직의 긍정적 측면을 강조한 각종 변수들과 함께 연구되었다. 즉, 진성리더십은 리더십의 긍정적 요소를 강조한다. 기존의 리더십 연구는 부정적인 측면에 초점을 두는 경향이 있었으며, 리더의 개인적 차원에서 리더십을 어떻게 구축할 것인가에 대한 연구에 집중하였다. 진성리더는 긍정적 역할 모델링(positive role modeling)을 통해 구성원들의 긍정적 조직행태를 내재화시키는 규범적(모범적) 영향을 주며, 구성원들의 긍정적 정서를 확대시키고, 긍정적 자기 개발을 촉진하는 것으로 알려져 있다. 3. 진성리더십의 개발 진성리더십은 과 같은 과정을 통해 개발된다. 진성리더십 개발에 영향을 미치는 외부적인 요인에는 리더의 개인적 역사와 중요사건 등과 같은 개인적 요인과 리더가 속해있는 조직의 포용적이고 윤리적인 분위기, 동료와 부하에 대한 보살핌, 강점기반 등의 조직분위기가...
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