OL 328 Learning Journal Rubric Using The Wharton School Know

Ol 328 Learning Journal Rubric Using The Wharton School Knowledgew

Using the Wharton School Knowledge@Wharton resource, select an article based on the topic specified in the task you are working on. Take a moment to scroll through the articles to find one that piques your personal interest. Once you have finished reading the article, address the following:

  • Provide the title of the article you selected.
  • Provide responses to the following reflective questions:
    • What is your takeaway from the article?
    • Why did this article resonate with you personally?
    • How can you apply what you have learned from the article to your professional and personal life in terms of the five practices?

Journals are private between the student and the instructor.

Paper For Above instruction

The article I selected from the Knowledge@Wharton platform is titled "The Transformative Power of Authentic Leadership". This article explored the core principles of authentic leadership and its significance in contemporary organizational settings. My primary takeaway from the article is that authentic leadership is rooted in self-awareness, transparency, and ethical behavior, which collectively foster trust and engagement among followers. The article emphasizes that authentic leaders are genuine, consistent, and committed to their values, which translates into more effective and sustainable leadership practices.

This article resonated with me personally because I believe that integrity and authenticity are vital to building meaningful relationships, both professionally and personally. In a world where superficial leadership styles are increasingly common, the emphasis on genuineness struck a chord with my own values. The notion that authentic leadership can inspire others to act in alignment with their values and drive positive change aligns with my aspirations to lead ethically and with purpose.

Applying the insights from this article, I can enhance my leadership approach by focusing on cultivating greater self-awareness and practicing transparency in my interactions. Specifically, in terms of the five practices of exemplary leadership—model the way, inspire a shared vision, challenge the process, enable others to act, and encourage the heart—I can model authenticity by demonstrating consistent alignment between my actions and core values. For instance, I will seek to be more open about my reasons for decisions, fostering trust and genuine dialogue within teams.

Furthermore, authentic leadership can improve my capacity to inspire a shared vision by clearly communicating my authentic passion and commitment to organizational goals. Challenging the process can involve encouraging honest feedback and self-reflection, fostering an environment where innovation thrives. Enabling others to act involves empowering team members through honest recognition of their strengths and supporting their development. Lastly, encouraging the heart can be emphasized by expressing sincere appreciation and celebrating collective achievements, thereby reinforcing trust and morale.

Overall, the article has reinforced the importance of leading with integrity and authenticity, which aligns with my professional goal of becoming a trustworthy and ethical leader. By integrating these principles into my workflow, I aim to create a positive, transparent, and motivating environment that promotes both individual and organizational growth.

References

  • Bishop, W. (2022). The Transformative Power of Authentic Leadership. Knowledge@Wharton. https://knowledge.wharton.upenn.edu/article/authentic-leadership/
  • George, B. (2003). Authentic Leadership: Rediscovering the Secrets to Creating Lasting Value. Jossey-Bass.
  • Luthans, F., & Avolio, B. J. (2003). Authentic leadership: a positive developmental approach. In K. S. Cameron, J. E. Dutton, & R. E. Quinn (Eds.), Positive Organizational Scholarship (pp. 241-258). Berrett-Koehler Publishers.
  • 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 Measurement. Journal of Management, 34(1), 89-126.
  • Northouse, P. G. (2018). Leadership: Theory and Practice (8th ed.). Sage Publications.
  • Goffee, R., & Jones, G. (2006). Why Should Anyone Be Led by You? Harvard Business Review, 84(12), 62-70.
  • Brown, M. E., & Treviño, L. K. (2006). Ethical Leadership: A Review and Future Directions. The Leadership Quarterly, 17(6), 595-616.
  • Kim, T., & Kim, K. (2020). Ethical Climate and Authentic Leadership in the Workplace. Journal of Business Ethics, 162(2), 325-340.
  • Gardner, W. L., Cogliser, C. C., Davis, K., & Dickens, M. P. (2011). Authentic Leadership: A Review of the Literature and Research Agenda. The Leadership Quarterly, 22(6), 1120-1145.

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