Reflect On An Organizational Leader You Have Known

Reflect On An Organization Leader You Have Known This Leader May Be O

Reflect on an organization leader you have known; this leader may be one you admire or one you do not. How did this leader apply or not apply the five dimensions of authentic leadership discussed by George? What was the impact of the presence or absence of authentic leadership? Must be: At required length or longer Written in American English at graduate level Received on or before the deadline Must pass turn it in Written in APA with references

Paper For Above instruction

Authentic leadership is a vital concept in organizational behavior and leadership studies, emphasizing genuine self-awareness, transparency, and ethical integrity among leaders. The five dimensions of authentic leadership, as discussed by Bill George, include self-awareness, internalized moral perspective, balanced processing, relational transparency, and authentic purpose (George, 2003). Reflecting on a leader I have known, I will analyze how these dimensions were demonstrated or neglected and explore the resultant impact on organizational culture, employee motivation, and overall effectiveness.

The leader I am recalling was a senior manager within a mid-sized technology firm. This individual consistently demonstrated a high level of self-awareness, openly sharing their personal strengths and weaknesses with the team. Such transparency fostered a culture of honesty and trust, aligning with George’s first dimension of self-awareness (George, 2003). The leader's ability to recognize their emotional triggers and biases contributed to more authentic decision-making processes, engendering respect from subordinates. However, there were moments where this leader's internalized moral perspective appeared inconsistent, especially when organizational pressures conflicted with ethical considerations. For instance, they occasionally prioritized performance targets over ethical practices, which compromised their authenticity and eroded trust among team members.

Balanced processing, the third dimension, refers to unbiased and fair consideration of information before making decisions. In this case, the leader demonstrated respectable fairness and sought input from diverse perspectives, indicating an alignment with George's concept. Nonetheless, at times, they favored viewpoints that reinforced their preconceptions, which diminished the quality of decision-making and undercut the authenticity of their leadership. Relational transparency, another critical dimension, was evident in their open communication style and willingness to share personal stories, which fostered an emotional connection with team members. This transparency encouraged a collaborative environment, increasing engagement and morale.

The final dimension, authentic purpose, reflects a leader’s clarity about their core values and life goals. The leader in question articulated a compelling vision aligned with organizational values, inspiring their team. However, some instances revealed lapses where external pressures led them to compromise their authentic purpose, impacting their credibility. The presence of authentic leadership here generally had positive effects, including increased trust, motivation, and a shared sense of purpose. Conversely, lapses in authenticity led to skepticism, reduced morale, and a decline in organizational cohesion.

In conclusion, authentic leadership significantly influences organizational health. The leader I observed largely demonstrated the five dimensions outlined by George, contributing positively to the organization's culture and performance. The lapses in some dimensions, particularly internalized moral perspective and authentic purpose, underscored how deviations from authentic leadership can undermine trust and effectiveness. For future leaders, cultivating these dimensions consistently is essential for sustainable success, fostering an environment of genuine trust and ethical integrity.

References

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