Authentic leaders and authentic leadership have become more and more important in times of fierce competition. Against the background of the increasing economic importance of leadership, this assignment investigates what the facets of an authentic leader are. The target group of this assignment are leader who want make itself to a more authentic leader.
Today, many companies are facing the problem of having a respected leader who can empower employees to achieve goals. With authentic leadership, a leader is able to make employees to followers, to increase the team performance and to have an open communication.
This practice-oriented investigation therefore focuses on communication. Although the effects of communication between sender and receiver are known over the years, leaders often use simple responses rather than showing commitment to employee's needs.
To sum up, authentic leadership includes both the 'doing' factor (the way how a leader is doing something) and the 'being' side (the inner attitude). At the end of the day, it is the individuals' behavior that plays a pivotal role in the work climate. The optimization of leadership style is therefore indispensable in our today's business environment.
Table of Contents
1 Introduction
1.1 Problem Description
1.2 Objectives
1.3 Methodology
1.4 Scope and Structure of Work
2 Authentic Leadership Development
2.1 Authentic Leadership Process
2.2 Balancing 'Doing' and 'Being'
2.3 Leader's Sense of Responsibility
3 Practical Investigation
4 Conclusion
4.1 Theoretical/Practical Summary
4.2 Recommendation
4.3 Future Research Direction
Objectives and Research Focus
The primary objective of this assignment is to identify the core facets of authentic leadership and to demonstrate how these leadership qualities can effectively transform employees into dedicated followers. The study investigates the psychological and behavioral requirements necessary for a leader to foster a productive and authentic work environment.
- Exploration of the psychological framework linking authentic leadership to follower attitudes.
- Distinction between the 'doing' and 'being' dimensions of leadership development.
- Analysis of the Leader's Sense of Responsibility model regarding personal and organizational impact.
- Evaluation of supportive versus unsupportive communication techniques in a professional context.
- Formulation of recommendations for cultivating authenticity in leadership to drive performance.
Extract from the Book
2.2 Balancing 'Doing' and 'Being'
A frantic seeking for being an authentic leader often results in disappointment. This especially happens when a person have spent already a lot of efforts for improving itself to an authentic leader and suddenly meets a successful leader who is genuinely warm and personally concerned about others. Such people are admired and the core question is what they are doing that makes them stand out. Emulating others and simple working harder to develop own leadership skills will not bring the requested results. It is important to learn how to lead from inside. Successful leaders do so and pay attention to the inner resources. They do not put under pressure itself for developing skills, but they learn from the internal identity. Another important factor is the avoidance for 'hooking on doing'. This generally leads to the feignedly acting like a leader but in real it is playing a role. An authentic leader is concerned about 'doing' and 'being'. The positive recognition by followers suggests that leaders serve as role models.
Most leadership books and leadership workshops do not cover the 'being' side. It is easier to focus on the 'doing' side. Thereby, the central topic is behavior which brings quick results. Nevertheless, the uncomfortable issue 'being' is often neglected but elementary to become an authentic person and capable leader. The being side is less visible and requires time to go deeper into essential interior work. Becoming an authentic leader means moving mentally to the deeper layers of leadership. Working on the top layers leads to feeling suck – working on the deeper layers (inner journey) starts with shifting to the required leadership style.
Chapter Summaries
1 Introduction: This chapter outlines the problem description and objectives, establishing the necessity of authentic leadership in competitive business environments and defining the scope of the study.
2 Authentic Leadership Development: This section details the process of authentic leadership, the importance of balancing inner attitudes ('being') with outward actions ('doing'), and the significance of a leader's sense of responsibility.
3 Practical Investigation: This chapter provides a comparative analysis of supportive and unsupportive communication behaviors and their direct impact on employee response and interpersonal conflict.
4 Conclusion: The concluding chapter summarizes the key findings regarding the facets of authentic leadership and offers recommendations for future organizational research and leadership development.
Keywords
Authentic Leadership, Leadership Development, Follower Attitudes, Personal Identification, Social Identification, Communication, Supportive Behavior, Inner Resources, Leader's Sense of Responsibility, Organizational Performance, Psychological Aspects, Employee Engagement, Moral Standards, Professional Integrity, Leadership Style.
Frequently Asked Questions
What is the core focus of this assignment?
The assignment focuses on understanding the facets of authentic leadership and identifying how a leader can cultivate these traits to improve team performance and foster an environment where employees become dedicated followers.
What are the primary themes discussed in the paper?
The central themes include the authentic leadership process, the internal development of a leader (the 'being' side), the importance of personal and organizational responsibility, and the role of communication in building trust.
What is the main research question of this study?
The core research question is: "What are the facets of authentic leadership?"
Which methodology is employed in this research?
The research uses a descriptive and analytical approach, identifying psychological relationships between leaders and followers, exploring behavioral impacts, and utilizing a model of leader development layers to assess leadership competence.
What topics are covered in the main section of the paper?
The main section covers the authentic leadership framework, the 'Seven Layers of Leadership Development' model, the impact of moral responsibility on leader behavior, and practical communication strategies for leaders.
Which keywords best describe this study?
Key terms include Authentic Leadership, Leadership Development, Follower Attitudes, Supportive Communication, and Organizational Responsibility.
How does the author define the 'doing' and 'being' sides of leadership?
'Doing' refers to the visible, outward actions and behaviors of a leader, while 'being' refers to the inner attitude, values, and character that anchor the leader's behavior, which is essential for long-term effectiveness.
What does the 'Seven Layers of Leader Development' model illustrate?
This model illustrates the hierarchy of leadership development, moving from observable 'Behavior' at the top down to 'Alignment' and 'Character' at the deeper levels, emphasizing that authentic leadership requires internal growth.
Why is supportive communication critical for an authentic leader?
Supportive communication, as opposed to evaluative or controlling language, reduces defense reactions in employees and encourages open dialogue, which is crucial for influencing others and establishing trust.
What is the significance of the ITM-checklist provided in the appendix?
The ITM-checklist (Integral Total Management) provides a 360-degree analysis tool that allows organizations to evaluate leadership effectiveness across various management complexes, such as finance, marketing, and human resources.
- Quote paper
- Silvio Wilde (Author), 2013, Trends in Leadership Research, Munich, GRIN Verlag, https://www.grin.com/document/211232
