Authentic Leadership Chapter 9 Northouse Leadership 8e Sage

authentic Leadershipchapter 9northouse Leadership 8e Sage Public

Authentic Leadership Chapter 9 Northouse, Leadership 8e. © SAGE Publications, 2019. Overview Authentic Leadership Description Authentic Leadership Defined Approaches to Authentic Leadership Practical Theoretical How Does Authentic Leadership Theory Work? Northouse, Leadership 8e. © SAGE Publications, 2019. Authentic Leadership Description Authentic Leadership--focuses on whether leadership is genuine Interest in Authentic Leadership Increasing in recent times due to social upheavals People longing for trustworthy leaders Identified earlier in transformational leadership research but not studied separately Needed evidence-based research of construct 4 Northouse, Leadership 8e. © SAGE Publications, 2019.

Authentic Leadership Defined Intrapersonal Definition: Leadership based on self-concept and how self-concept relates to actions (Shamir & Eilam, 2005) Relies on the life story of the leader Three Authentic Leadership Characteristics: ALs exhibit genuine leadership ALs lead from conviction ALs are originals, not copies 5 Northouse, Leadership 8e. © SAGE Publications, 2019. 5 Authentic Leadership Defined Interpersonal Definition: Leadership is created by leaders and followers together (Eagly, 2005). It is a reciprocal process because leaders affect followers and followers affect leaders. 6 Northouse, Leadership 8e. © SAGE Publications, 2019. Authentic Leadership Defined Developmental Definition: Leadership can be nurtured and developed over a lifetime (Avolio & Gardner, 2005) Can be triggered by major life events Leader behavior is grounded in positive psychological qualities and strong ethics Four authentic leadership components: Self-awareness Internalized moral perspective Balanced processing Relational transparency 7 Northouse, Leadership 8e. © SAGE Publications, 2019.

Practical Approaches to Authentic Leadership Bill George (2003, 2007) Leader characteristic model Leaders have genuine desire to serve others Five characteristics of authentic leaders Understand their purpose Strong values Trusting relationships Self-discipline Act from the heart (mission) 8 Northouse, Leadership 8e. © SAGE Publications, 2019. 8 Practical Approaches to Authentic Leadership 9 Northouse, Leadership 8e. © SAGE Publications. Figure 9.1: Authentic Leadership Characteristics 9 Theoretical Approaches to Authentic Leadership Recent Research Spurred By Leadership summit publications (2005) Social upheaval and desire for leadership that serves the common good Need to explore meaning of authentic leadership and create theoretical framework Need to define the construct of authentic leadership 10 Northouse, Leadership 8e. © SAGE Publications, 2019.

Definition of Authentic Leadership “A pattern that draws upon and promotes both positive psychological capacities and a positive ethical climate, to foster greater self-awareness, an internalized moral perspective, balanced processing of information, and relational transparency on the part of leaders working with followers, fostering positive self-development.†-Walumbwa, Avolio, Gardner, Wernsing, and Peterson ( Northouse, Leadership 8e. © SAGE Publications, 2019. 11 Basic Model of Authentic Leadership Four Components Self-awareness Reflecting on one’s core values, identity, emotions, motives Being aware of and trusting one’s own feelings Internalized moral perspective Self-regulatory process using internal moral standards to guide behavior Balanced processing Ability to analyze information objectively and explore other people’s opinions before making a decision Relational transparency Being open and honest in presenting one’s true self to others 12 Northouse, Leadership 8e. © SAGE Publications, 2019.

Factors That Influence Authentic Leadership Positive psychological capacities Confidence Hope Optimism Resilience Moral Reasoning Capacities Deciding right and wrong Promoting justice, greater good of the organization or community 13 Northouse, Leadership 8e. © SAGE Publications, 2019. 13 Factors That Influence Authentic Leadership Critical Life Events Positive or negative Act as a catalyst for change People attach insights to their life experiences When people tell life stories they gain clarity about who they are Stimulate personal growth 14 Northouse, Leadership 8e. © SAGE Publications, 2019. How Does Authentic Leadership Theory Work? Strengths Criticisms Application Northouse, Leadership 8e. © SAGE Publications.

How Does Authentic Leadership Theory Work? AL is a complex, developmental process The practical approaches are prescriptive: George (2003)--Five characteristics leaders need to be authentic Theoretical approach describes what accounts for AL: Four attributes Attributes developed over lifetime, often through critical events Effects on followers: AL correlates with employee thriving, creativity, hope, optimism, trust, and engagement 16 Northouse, Leadership 8e. © SAGE Publications, 2019. Strengths Fulfills society’s expressed need for trustworthy leadership. Fills a void in an uncertain world. Provides broad guidelines for those who want to become authentic leaders.

Both practical and theoretical approaches provide a map. Like transformational and servant leadership, AL has an explicit moral dimension; focus on collective good. Unlike traits that only some people exhibit, everyone can learn to be more authentic. Can be measured using an established instrument (ALQ). 17 Northouse, Leadership 8e. © SAGE Publications, 2019. Criticisms The theory is still in the formative stages, so some concepts in the practical approaches are not fully developed or substantiated. The moral component of AL is not fully explained. It’s unclear how higher values such as justice inform authentic leadership. The rationale for including positive psychological capacities as a part of AL has not been clearly explained by researchers. New research is needed to determine if AL works well with Millennial generation.

The link between authentic leadership and positive organizational outcomes is unclear. It is also not clear whether AL is sufficient to achieve organizational goals. 18 Northouse, Leadership 8e. © SAGE Publications, 2019. Application People have the capacity to become authentic leaders. It is a lifelong learning process.

Human resource departments may be able to foster authentic leadership behaviors in employees who move into leadership positions. Leaders are always trying to do the “right†thing, to be honest with themselves and others, and to work for the common good. Leaders are shaped by critical life events that lead to growth and greater authenticity. 19 Northouse, Leadership 8e. © SAGE Publications, 2019.

Paper For Above instruction

Authentic Leadership is a pivotal concept within contemporary leadership discourse, emphasizing the importance of genuineness, self-awareness, and ethical practice in effective leadership. Grounded in the work of Northouse (2019), Authentic Leadership encompasses a multifaceted understanding that integrates intrapersonal, interpersonal, and developmental perspectives. This paper explores the core components, theoretical foundations, practical applications, strengths, criticisms, and implications for leadership development rooted in authentic leadership principles.

At its core, authentic leadership revolves around genuine self-concept and integrity in actions. Intrapersonal definitions, as elucidated by Shamir and Eilam (2005), highlight that authentic leaders are characterized by their deep self-awareness and their ability to lead based on a congruence between their values and behavior. These leaders are authentic because they exhibit genuine leadership qualities, lead from conviction, and are true to themselves rather than copying others. Complementing this, the interpersonal perspective, as described by Eagly (2005), underscores that leadership emerges through reciprocal interactions between leaders and followers, emphasizing the relational nature of authentic leadership which fosters trust and mutual influence.

The developmental perspective offers insight into the transformative potential of authentic leadership. As described by Avolio and Gardner (2005), leadership can be cultivated through positive psychological capacities such as resilience, hope, optimism, and confidence, alongside strong ethics. This process is often triggered by critical life events that serve as catalysts for growth and self-discovery. These experiences shape perceptions, deepen self-awareness, and promote authentic behaviors over time, suggesting that authenticity is a product of lifelong learning and personal development.

Practical approaches pioneered by Bill George (2003, 2007) introduce a leader-characteristic model emphasizing authentic leaders’ core desire to serve others. George identified five characteristics: understanding one’s purpose, maintaining strong values, building trusting relationships, practicing self-discipline, and acting from the heart. These traits serve as a blueprint for aspiring authentic leaders, highlighting the moral dimension and commitment to the collective good. The characteristics are practical steps toward cultivating authenticity and fostering trustworthy leadership.

Theoretical foundations of authentic leadership have been expanded through recent research, especially following leadership summit publications in 2005. A prominent conceptualization, as cited by Walumbwa et al. (2019), defines authentic leadership as a pattern promoting positive psychological capacities and an ethical climate, fostering self-awareness, moral perspective, transparency, and balanced information processing. The four core components—self-awareness, internalized moral perspective, balanced processing, and relational transparency—are central to this construct and are interconnected, supporting authentic leadership's multidimensionality.

Factors influencing authentic leadership encompass positive psychological capacities such as confidence, hope, optimism, resilience, and moral reasoning. These qualities facilitate ethical decision-making, justice, and a focus on the greater good, aligning with the core values of authentic leadership. Additionally, critical life events—whether positive or negative—serve as catalysts for development, fostering personal growth. Leaders who reflect on their life stories derive clarity about their identity, which enhances their authenticity and ability to inspire followers.

Understanding how authentic leadership functions underscores its complex, developmental nature. Authentic leadership is not static but evolves through ongoing self-reflection and life experiences. While practical approaches provide a prescriptive framework, the theoretical model offers explanations grounded in positive psychological and ethical capacities. Evidence suggests that authentic leaders positively affect followers by fostering thriving, creativity, hope, and engagement, making this leadership style particularly relevant in times of societal upheaval where trust in leaders is fragile.

The strengths of authentic leadership lie in its capacity to fulfill societal needs for trustworthy and morally grounded leaders. It offers broad, adaptable guidelines for leadership development that emphasize moral integrity and authenticity. Measurement tools like the Authentic Leadership Questionnaire (ALQ) enhance empirical research and practical evaluation. However, its developmental and conceptual phases pose limitations. The moral components are not fully elaborated, especially how higher values such as justice influence authentic behaviors. Moreover, the link between authentic leadership and organizational outcomes remains somewhat unclear, warranting further research.

Despite these limitations, authentic leadership's emphasis on lifelong learning and moral integrity offers substantial implications for leadership cultivation. Human resource initiatives can foster authentic behaviors among employees, especially those in leadership tracks. Leaders’ growth is often prompted by critical life events that serve as milestones, reinforcing the importance of resilience and self-awareness in leadership development. Given the dynamic and complex nature of modern organizations, authentic leadership provides a morally sound and psychologically enriching framework that encourages leaders to aspire toward greater integrity and service.

References

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• Avolio, B. J., & Gardner, W. L. (2005). Authentic leadership development: Getting to the root of positive forms of leadership. The Leadership Quarterly, 16(3), 315-338.
• Eagly, A. H. (2005). The Leadership Style of Women and Men. Psychological Bulletin, 131(3), 309–324.
• Northouse, P. G. (2019). Leadership: Theory and Practice (8th ed.). Sage Publications.
• Shamir, B., & Eilam, G. (2005). “What’s Your Story?” A Life Stories Approach to Authentic Leadership Development. The Leadership Quarterly, 16(3), 395–417.
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