Chapters 9 And 10 Introduce The Concept Of Leadership By Exa

Chapters 9 And 10 Introduce The Concept Of Leadership By Example Wher

Chapters 9 and 10 introduce the concept of leadership by example, whereby leaders will be most inspiring if they are authentic in their communication and efforts and if they are more concerned with serving their followers than themselves. Please read both chapters in the textbook and the corresponding PowerPoints. Then, answer the following questions in at least 250 words. What is an authentic leader responsible for? What four key positive attributes help with authenticity (according to the text)? What two types of self-regulatory behavior can an authentic leader use? In what ways is servant leadership a paradox? How can organizations, and not just individual leaders, become models of servanthood?

Paper For Above instruction

Leadership by example is a foundational principle that emphasizes the importance of authenticity and service in effective leadership. Authentic leaders are responsible for fostering trust and credibility within their organizations by demonstrating genuine commitment and integrity. They must consistently act in alignment with their values, transparently communicate their intentions, and take accountability for their actions. Such authenticity fosters an environment where followers feel valued and motivated, leading to increased engagement and organizational commitment.

According to the textbook, four key positive attributes that help with authenticity include self-awareness, integrity, relational transparency, and balanced processing. Self-awareness allows leaders to understand their strengths, weaknesses, and motivations, which contributes to genuine interactions with followers. Integrity involves consistently adhering to ethical principles, building trust and respect. Relational transparency refers to openly sharing information and feelings appropriate to the context, fostering trust and openness. Balanced processing entails objectively analyzing information and feedback without bias, which ensures fair decision-making and reinforces credibility.

Authentic leaders can employ two types of self-regulatory behavior: self-monitoring and self-regulation. Self-monitoring enables leaders to adjust their behaviors based on social cues and contextual demands, ensuring alignment with organizational values and follower needs. Self-regulation involves managing one’s emotional responses and impulses, thus maintaining consistency and composure in various situations. These behaviors underpin the authenticity of leaders by demonstrating consciousness of their actions and the impact on followers.

Servant leadership presents a paradox in that it elevates the act of serving others as a primary leadership goal, which appears counterintuitive to traditional notions of authority and power. It challenges the conventional view of leadership as a means to attain personal or organizational dominance. Instead, servant leadership emphasizes humility, active listening, and the prioritization of followers' needs, which can be seen as a paradoxical approach because true power is exercised through service rather than dominance.

Organizations can become models of servanthood by cultivating a culture that values and rewards service-oriented behaviors at all levels. This includes developing policies that promote ethical practices, providing training that emphasizes empathy and community building, and recognizing leaders and employees who exemplify servant leadership qualities. When organizations foster environments where serving others is ingrained in their core values, they reinforce the importance of humility, collaboration, and ethical conduct—setting a collective example of servanthood that extends beyond individual leaders.

In conclusion, authentic and servant leadership are intertwined approaches that prioritize integrity, transparency, and service. While they may appear paradoxical, especially in traditional leadership paradigms, their integration into organizational culture can significantly enhance trust, ethical behavior, and overall effectiveness. Building organizations that exemplify these qualities requires deliberate efforts in fostering values, behaviors, and policies aligned with authentic and servant leadership principles, ultimately creating workplaces grounded in trust and mutual respect.

References

Northouse, P. G. (2018). Leadership: Theory and Practice (8th ed.). Sage Publications.

Greenleaf, R. K. (1977). Servant Leadership: A Journey into the Nature of Legitimate Power and Greatness. Paulist Press.

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.

Walumbwa, F. O., Avolio, B. J., Gardner, W. L., Wernsing, T. S., & Peterson, S. J. (2008). Authentic leadership: Development and validation of a theory-based measure. Journal of Management, 34(1), 89-126.

Sendjaya, S., & Sarros, J. C. (2002). Servant leadership: Its origin, development, and application in organizations. Journal of Leadership & Organizational Studies, 9(2), 57-64.

Liden, R. C., Wayne, S. J., Zhao, H., & Henderson, D. (2008). Servant leadership: Development of a multidimensional measure and multi-level assessment. The Leadership Quarterly, 19(2), 161-177.

Eagly, A. H., & Johnson, B. T. (1990). Gender and leadership style: A meta-analysis. Psychological Bulletin, 108(2), 233-256.

Bass, B. M., & Steidlmeier, P. (1999). Ethical leadership and organizational integrity. Business Ethics Quarterly, 9(2), 121-142.

Stone, A. G., & Patterson, K. (2004). The history of leadership focus. Servant Leadership: A Journey into the Nature of Legitimate Power and Greatness.