Authentic leadership theory: Difference between revisions
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Over the last decade there has been an increasing [[interest]] in '''authentic leadership theory'''. One reason for that could be the diminishing trust many people have in leaders all over the world. This combined with a "growing awareness of unethical conduct regarding today’s leaders" (Day, 2014) inspired the development of a new leadership approach, combining both ethical and transformational approaches of leadership (Walumbwa, Wang, Wang, Schaubroeck, & Avolio, 2010) | |||
Over the last decade there has been an increasing [[interest]] in '''authentic leadership theory'''. One reason for that could be the diminishing trust many people have in leaders all over the world. This combined with a | |||
==Definition== | ==Definition== | ||
Authentic leadership can be described as | Authentic leadership can be described as "a pattern of leader [[behavior]] 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, Wang, Wang, Schaubroeck, & Avolio, 2010) Furthermore, an authentic leader should be open and clear towards others, through distributing important information, listening to the input of others and being honest about personal beliefs and feelings. This also includes reinforcing a fair working [[environment]]. (Walumbwa, Wang, Wang, Schaubroeck, & Avolio, 2010) | ||
Having these qualities, an authentic leader is a role model for his moral and ethical behavior, which as a consequence can also influence the [[motivation]] and job satisfaction of his employees | Having these qualities, an authentic leader is a role model for his moral and ethical behavior, which as a consequence can also influence the [[motivation]] and job satisfaction of his employees (Wong & Laschinger, 2012) | ||
==Characteristic types of behavior== | ==Characteristic types of behavior== | ||
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# Internalized moral perspective: The leaders behavior should not be guided by peer pressure or societal pressure, but instead his actions should result from inner morals and values. | # Internalized moral perspective: The leaders behavior should not be guided by peer pressure or societal pressure, but instead his actions should result from inner morals and values. | ||
# Relational transparency: This component includes disclosing information and honest thoughts and feelings, consequently being open and truthful. | # Relational transparency: This component includes disclosing information and honest thoughts and feelings, consequently being open and truthful. | ||
# Self-awareness: Having self-[[knowledge]] about their mental health, motivations and feelings and also reflecting how others perceive them | # Self-awareness: Having self-[[knowledge]] about their mental health, motivations and feelings and also reflecting how others perceive them (Walumbwa, Wang, Wang, Schaubroeck, & Avolio, 2010) | ||
==Practices of authentic leaders== | ==Practices of authentic leaders== | ||
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==Empowerment== | ==Empowerment== | ||
This is a [[method]] with which authentic leaders can influence their follower's behavior. | This is a [[method]] with which authentic leaders can influence their follower's behavior. | ||
Empowerment can be defined as | Empowerment can be defined as "the presence of social structures in the [[workplace]] that enable employees to accomplish their [[work]] in meaningful ways." (Wong & Laschinger, 2012) The concept includes four main elements, namely "competence, an individual’s belief in his or her [[capability]] that he or she can be effective; impact, the degree to which an individual can influence strategic, administrative, or operating outcomes at work; meaningfulness, the value of a work goal or purpose, judged in relation to an individual’s ideals or standards; and self-determination, an individual’s sense of having choice in initiating and regulating actions." (Walumbwa, Wang, Wang, Schaubroeck, & Avolio, 2010) | ||
As studies have shown, there is a positive link between authentic leadership behavior and empowerment. | As studies have shown, there is a positive link between authentic leadership behavior and empowerment. | ||
==Results== | ==Results== | ||
Having an authentic leader is linked to more effective and satisfied employees who have a positive [[attitude]] towards their work. In a study done with nurses by Wong et al. it was show that, | Having an authentic leader is linked to more effective and satisfied employees who have a positive [[attitude]] towards their work. In a study done with nurses by Wong et al. it was show that, "when nurses perceive their leaders as authentic, open, and truthful and involve them in decision-making nurses respond positively to their work, reporting higher work engagement and greater trust in [[management]]." (Wong & Laschinger, 2012) | ||
A reason for that might be, that authentic leaders guide their employees towards constantly improving their performance at work and the outcomes of their efforts by improving their commitment and engagement | A reason for that might be, that authentic leaders guide their employees towards constantly improving their performance at work and the outcomes of their efforts by improving their commitment and engagement (Wong & Laschinger, 2012) | ||
{{infobox5|list1={{i5link|a=[[Cultural values]]}} — {{i5link|a=[[Espoused values]]}} — {{i5link|a=[[Management by values]]}} — {{i5link|a=[[Atmosphere at work]]}} — {{i5link|a=[[Behavioral school]]}} — {{i5link|a=[[Charismatic leadership]]}} — {{i5link|a=[[Values and beliefs]]}} — {{i5link|a=[[Path goal theory]]}} — {{i5link|a=[[Leadership models]]}} }} | |||
== | ==References== | ||
* Day, D. V. (2014). The Oxford Handbook of Leadership and Organizations. New York: Oxford University Press. | * Day, D. V. (2014). The Oxford Handbook of Leadership and Organizations. New York: Oxford University Press. | ||
* Nohria, N., & Khurana, R. (2010). Handbook of Leadership Theory and Practice. Boston, Massachusetts: Harvard Business Press. | * Nohria, N., & Khurana, R. (2010). Handbook of Leadership Theory and Practice. Boston, Massachusetts: Harvard Business Press. | ||
* Walumbwa, F., Wang, P., Wang, H., Schaubroeck, J., & Avolio, B. (2010). [http://www.paper.edu.cn/scholar/showpdf/MUT2AN3I Psychological process linking authentic leadership to follower behaviors]. The Leadership Quarterly, 901-914. | * Walumbwa, F., Wang, P., Wang, H., Schaubroeck, J., & Avolio, B. (2010). [http://www.paper.edu.cn/scholar/showpdf/MUT2AN3I Psychological process linking authentic leadership to follower behaviors]. The Leadership Quarterly, 901-914. | ||
* Wong, C. A., & Laschinger, H. K. (2012). [https://onlinelibrary.wiley.com/doi/epdf/10.1111/j.1365-2648.2012.06089.x Authentic leadership, performance, and job satisfaction: the mediating role of empowerment]. Journal of anvanced nursing, 947-959. | * Wong, C. A., & Laschinger, H. K. (2012). [https://onlinelibrary.wiley.com/doi/epdf/10.1111/j.1365-2648.2012.06089.x Authentic leadership, performance, and job satisfaction: the mediating role of empowerment]. Journal of anvanced nursing, 947-959. | ||
[[Category:Innovation]] | [[Category:Innovation]] | ||
Latest revision as of 16:57, 17 November 2023
Over the last decade there has been an increasing interest in authentic leadership theory. One reason for that could be the diminishing trust many people have in leaders all over the world. This combined with a "growing awareness of unethical conduct regarding today’s leaders" (Day, 2014) inspired the development of a new leadership approach, combining both ethical and transformational approaches of leadership (Walumbwa, Wang, Wang, Schaubroeck, & Avolio, 2010)
Definition
Authentic leadership can be described as "a pattern of leader behavior 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, Wang, Wang, Schaubroeck, & Avolio, 2010) Furthermore, an authentic leader should be open and clear towards others, through distributing important information, listening to the input of others and being honest about personal beliefs and feelings. This also includes reinforcing a fair working environment. (Walumbwa, Wang, Wang, Schaubroeck, & Avolio, 2010) Having these qualities, an authentic leader is a role model for his moral and ethical behavior, which as a consequence can also influence the motivation and job satisfaction of his employees (Wong & Laschinger, 2012)
Characteristic types of behavior
- Balanced processing: This means considering relevant information, taking positive and negative perspectives, prior to decision making.
- Internalized moral perspective: The leaders behavior should not be guided by peer pressure or societal pressure, but instead his actions should result from inner morals and values.
- Relational transparency: This component includes disclosing information and honest thoughts and feelings, consequently being open and truthful.
- Self-awareness: Having self-knowledge about their mental health, motivations and feelings and also reflecting how others perceive them (Walumbwa, Wang, Wang, Schaubroeck, & Avolio, 2010)
Practices of authentic leaders
- Pursuing purpose with passion
- Exhibiting solid values
- Leading with empathy or heart
- Establishing enduring relationships
- Demonstrating self-discipline
Empowerment
This is a method with which authentic leaders can influence their follower's behavior. Empowerment can be defined as "the presence of social structures in the workplace that enable employees to accomplish their work in meaningful ways." (Wong & Laschinger, 2012) The concept includes four main elements, namely "competence, an individual’s belief in his or her capability that he or she can be effective; impact, the degree to which an individual can influence strategic, administrative, or operating outcomes at work; meaningfulness, the value of a work goal or purpose, judged in relation to an individual’s ideals or standards; and self-determination, an individual’s sense of having choice in initiating and regulating actions." (Walumbwa, Wang, Wang, Schaubroeck, & Avolio, 2010) As studies have shown, there is a positive link between authentic leadership behavior and empowerment.
Results
Having an authentic leader is linked to more effective and satisfied employees who have a positive attitude towards their work. In a study done with nurses by Wong et al. it was show that, "when nurses perceive their leaders as authentic, open, and truthful and involve them in decision-making nurses respond positively to their work, reporting higher work engagement and greater trust in management." (Wong & Laschinger, 2012) A reason for that might be, that authentic leaders guide their employees towards constantly improving their performance at work and the outcomes of their efforts by improving their commitment and engagement (Wong & Laschinger, 2012)
| Authentic leadership theory — recommended articles |
| Cultural values — Espoused values — Management by values — Atmosphere at work — Behavioral school — Charismatic leadership — Values and beliefs — Path goal theory — Leadership models |
References
- Day, D. V. (2014). The Oxford Handbook of Leadership and Organizations. New York: Oxford University Press.
- Nohria, N., & Khurana, R. (2010). Handbook of Leadership Theory and Practice. Boston, Massachusetts: Harvard Business Press.
- Walumbwa, F., Wang, P., Wang, H., Schaubroeck, J., & Avolio, B. (2010). Psychological process linking authentic leadership to follower behaviors. The Leadership Quarterly, 901-914.
- Wong, C. A., & Laschinger, H. K. (2012). Authentic leadership, performance, and job satisfaction: the mediating role of empowerment. Journal of anvanced nursing, 947-959.
