(Dis)Ableing Notions of Authentic Leadership Through the Lens of Critical Disability Theory

2017 ◽  
Vol 19 (4) ◽  
pp. 362-377 ◽  
Author(s):  
Greg Procknow ◽  
Tonette S. Rocco ◽  
Sunny L. Munn
Keyword(s):  
Leadership Development ◽  
Human Resource Development ◽  
Interpersonal Relationships ◽  
Leadership Style ◽  
Authentic Leadership ◽  
Belief Systems ◽  
Self Awareness ◽  
Persons With Disabilities ◽  
Deficit Model ◽  
The Disabled

The Problem Persons with disabilities (PWD) are regarded as “the Other” and are sequestered from “normative” society because of their “Otherness.” “Othering” results in discrimination and the systemic preclusion of PWD. Ableism is the belief that being without a disability, impairment, or chronic illness is the norm. The notion that people without disabilities are the norm and are inherently superior is accepted without critique by those that advocate for authentic leadership. This privileges ableism and furthers the “Othering” of PWD within a leadership style intended to promote self-awareness, beliefs and ethics, and interpersonal relationships. The Solution The disabled experience and differently abled voice must be restored through relationally “being” with others and authentic dialogue. What is needed is a shift from the deficit model of authentic leadership to a social paradigm of authentic leadership, welcoming of bodily and psychic difference. This will better enable both leaders and employees to craft an authentic profile in the workplace. The Stakeholders Leaders and those who seek to become leaders following an authentic leadership approach can benefit from a better understanding of how their ingrained belief systems impact those that they lead who are both “able-bodied” and “disabled.” Human resource development (HRD) practitioners and leadership development practitioners can use this information to deconstruct and reconstruct leadership development opportunities to be inclusive as an authentic leader.

Authentic leadership development: scrutiny of an apparent paradox

2014 ◽  
Author(s):  
António Calheiros
Keyword(s):  
Leadership Development ◽  
Authentic Leadership ◽  
Organizational Context ◽  
Social Identification ◽  
Self Awareness ◽  
True Self ◽  
Apparent Paradox ◽  
Positive Behaviors ◽  
Individual Self ◽  
Authentic Leadership Development

Leadership has long been a topic of interest for both academics (Hiller, DeChurch, Murase, & Doty, 2011; Sanders & Davey, 2011) and practitioners (Bennis, 2007; George, 2003). Academics have tried to understand the concept and identify its consequences and determinants. Practitioners have focused their efforts in its training and development hoping to reap its promised benefits. Over the last decade, authentic leadership has emerged as the fashionable leadership theory. More than just promising impacts on performance and subordinates’ work satisfaction, authentic leadership addresses management’s long term demand for and ethic and moral commitment (Ghoshal, 2005; Rosenthal et al., 2007). Authentic leadership is “a process that draws from both positive psychological capacities and a highly developed organizational context, which results in both greater self-awareness and self-regulated positive behaviors on the part of leaders and associates, fostering positive self-development” (Luthans and Avolio, 2003). The components of authentic leadership’s self-regulated authentic positive behaviours are balanced (non-prejudice) processing, relational orientation and internalized moral perspetive. One key point of authentic leadership is the authenticity of leaders, which can be defined as “knowing, accepting, and remaining true to one’s self” (Avolio et al., 2004). Recent research (Ford & Harding, 2011) have argued that this demand for one’s true self privileges a collective (organizational) self over an individual self and thereby hampers subjectivity to both leaders and followers, and could lead to destructive dynamics within organizations. This paper discusses the seeming paradox of developing authenticity in leaders, (namely addressing the issues raised by Ford & Harding) and clarifies the aim of authentic leadership development. It also assesses the suitability of traditional leadership development methodologies in meeting the challenges posed by a process-based approach to leadership with a focus on individual and social identification.

A small initiative in the journey of making leaders with the help of authentic leadership model

Kybernetes ◽  
2018 ◽  
Vol 47 (10) ◽  
pp. 1956-1972 ◽  
Author(s):  
Archana Shrivastava
Keyword(s):  
Leadership Development ◽  
Process Model ◽  
Authentic Leadership ◽  
Research Study ◽  
Self Regulation ◽  
Main Stream ◽  
Self Awareness ◽  
Content Type ◽  
Effective Manner ◽  
Mind Maps

Purpose This research study uses authentic leadership (AL) model for leadership development. The purpose of this paper is to focus on the developmental perspective where the attention is on the processes. As the authenticity involves both owing one’s personal experiences and acting in accordance with one’s true self, the emphasis is on self-awareness and self-regulation. The influence of the person’s personal history and trigger events are considered as significant antecedents for generating AL. As the research was facilitated by the participation and collaboration of the number of individuals with the researcher for common purpose, i.e. developing AL, action research methodology is adopted. Design/methodology/approach The methodology used was based on the self-assessment exercises in the controlled environment. The programme used intensive counselling sessions, Neuro Linguistics programming (NLP), career autobiographies, mind maps, workshops and storytelling sessions as tools. Certified counsellors and trainers were out-sourced for conducting such sessions. With the information generated through various sources, detailed career autobiographies of students’ self-image were generated. These reports were then critically analysed on “Nvivo”, a software that supports qualitative and mixed research methods. Comprehensive data analysis was done to pull the information together and make sense of it. The development process model of AL began with how individuals interpret their accumulated life experiences with the “Who I am?” approach. NLP was used as a research instrument which involved question-based discussions, value elicitation exercise and “Anchoring and Mentor table”. The results that came after the exercises were reported by the students in a one-page autobiography. Findings The students learnt to live by their inner compass. They were finally able to relate themselves and their identity with their beliefs, thereby, understanding the term, “Who Am I”; the intentions closely related with the components of AL. Students realized that each one of them was unique. What lied beneath were exposed and the students were more at ease once they realized that they were able to balance these emotions and use them towards behaving congruently. The research concluded that doing such kind of exercises along with the main stream subjects is definitely going to help students emerge as a better person, employee and an authentic leader in the future. Practical implications The approach helped students become self-aware and self-confident and therefore enhanced their capacity to adapt positively to social set ups personally and professionally. The results suggest that such leadership development programmes along with the main stream subjects can foster AL giving students new abilities and embodied skills to deal with the practical challenges of life in a more effective manner. Originality/value This research study supports new emerging strategy of educating managers to become effective leaders and demonstrate that the development of AL can be fostered by such interventions during their journey of becoming leaders. Further, researches on whether AL can be developed through planned interventions can be certified through longitudinal studies in this area.

Authentic way to retain hospitality staff

2016 ◽  
Vol 24 (5) ◽  
pp. 13-15
Author(s):  
Brian Beal
Keyword(s):  
Leadership Style ◽  
Turnover Intention ◽  
Authentic Leadership ◽  
Leadership Behavior ◽  
Self Awareness ◽  
Content Type ◽  
The Usa ◽  
Critical Leadership ◽  
The Impact ◽  
Positive Effect

Purpose The purpose of this paper is to explore whether authentic leadership in hospitality is composed of four distinctive but related substantive components (i.e. self-awareness, relational transparency, balanced processing, and internalized moral), the impact of authentic leadership on employees’ organizational commitment (OC), the impact of employees’ OC on their turnover intention (TI), and the indirect effect of authentic leadership on employees’ TI via OC. Design/methodology/approach The authors tested a sample of 236 students working as employees in hospitality in the USA, with the idea that authentic leadership increases OC which in turn decreases TI. The participants were asked to rate the manager’s leadership style and the frequency of their leadership behavior. Findings Results provide support for the positive effect of authentic leadership on OC in the hospitality industry, and suggest that OC mediates reduced TI. Originality/value The results of the study suggest a variety of significant theoretical contributions and critical leadership and organizational implications. The effects of authentic leadership were empirically tested on employees’ OC and the effects of that OC on TI.

Authentic Leadership

2017 ◽  
Author(s):  
Howard Jablon ◽  
Jeffrey J. Matthews
Keyword(s):  
Leadership Style ◽  
Authentic Leadership ◽  
Marine Corps ◽  
United States Marine Corps ◽  
Critical Element ◽  
Self Awareness ◽  
Moral Code ◽  
Military Career ◽  
Self Knowledge ◽  
Second World

David M. Shoup was the twenty-second commandant of United States Marine Corps (1960-1963). An R.O.T.C. graduate, he began his military career in 1926, and would earn the Medal of Honor for his courageous leadership at the Battle of Tarawa during the Second World War. After the war, Shoup developed a reputation as a highly effective institutional reformer, someone who skirted self-promotion and political machinations, and instead focused on mission. In the years before he became commandant, Shoup served as Inspector General of the Marine Corps. Essential to his professional success was his authentic leadership style, which led subordinates to follow him and superiors to depend on him. A critical element of his authentic nature was keen self-awareness, including an understanding of how his early life experiences in Indiana shaped his core values, of honesty, fairness, responsibility, and commitment. Equally important to his authentic leadership was an independent-mindedness and a determination to act in accordance witl1 his moral code, regardless of the consequences. Throughout his Marine Corps career and even in retirement, Shoup utilized his self-knowledge and heightened sense of integrity to govern his everyday conduct and decision-making.

Factors Contributing to Organizational Change Success or Failure

2021 ◽  
pp. 1427-1450
Author(s):  
Jenni Jones ◽  
Janet Firth ◽  
Claire Hannibal ◽  
Michael Ogunseyin
Keyword(s):  
Organizational Change ◽  
Leadership Development ◽  
Human Resource Development ◽  
Leadership Style ◽  
Success Factors ◽  
Participative Leadership ◽  
Change Initiatives ◽  
Critical Success ◽  
Hrd Professionals ◽  
Successful Change

Change, and changing, exercise the minds of most managers most of the time. In consequence, leadership development and change management tend to be top priorities for many human resource development (HRD) professionals today. Despite this, much academic and practitioner literature suggests that 70% of all change programs fail. Through analyzing 200 organizational change case studies, this chapter examines this high failure rate, investigates leadership styles and their relationship to change, and explores the key factors that either enable or hinder successful change. The key findings of this examination were that the majority of the 200 studied change initiatives were considered successful and that using Kotter's change model, which has been long established, does not necessarily mean success; nor does the use of a democratic/participative leadership style. The most significant hindering factors and the key critical success factors are also acknowledged.

scholarly journals Perceptions about Authentic Leadership Development: South African Occupational Therapy Students’ Camp Experience

2018 ◽  
Vol 2018 ◽  
pp. 1-9
Author(s):  
Fatima Hendricks ◽  
Susan Toth-Cohen
Keyword(s):  
South Africa ◽  
Leadership Development ◽  
Occupational Therapy ◽  
Authentic Leadership ◽  
Student Leadership ◽  
Self Control ◽  
Self Awareness ◽  
Diversity And Inclusion ◽  
Moral Crisis ◽  
Authentic Leadership Development

Background. Twenty-three years into democracy, concern is deepening regarding the slow progress of Occupational Therapy (OT) in South Africa, especially with regard to diversity and inclusion within OT. Methods. This study explores authentic leadership development primarily among Black OT students attending a pilot Occupational Therapy Association of South Africa (OTASA) National Student Leadership Camp. It seeks to ascertain their perceptions on leadership and leadership development. This descriptive pilot study employs in-depth interviews and subsequent content analysis, with 12 OT students from six university OT programs in South Africa. Findings. Four categories of participant perceptions on authentic leadership development emerged from the analysis: (1) perceptions about oneself as a leader based on personal narrative, self-awareness, self-control, and psychological capital; (2) perceptions about others, specifically current leaders, with regard to their moral crisis, including continuing inequality, insincerity, greed, and selfishness; (3) goals and aspirations for leadership development via student camps; and (4) effects of leadership on the system. Conclusions. Recommendations for future practice include promotion of storytelling as a means of personal reflection for authentic leadership development and focused investment in camps for developing student leadership skills and building authentic leadership knowledge.

How to become an inspirational leader, and what to avoid

2017 ◽  
Vol 36 (5) ◽  
pp. 614-625 ◽  
Author(s):  
Sarah Bonau
Keyword(s):  
Leadership Development ◽  
Leadership Style ◽  
Critical Role ◽  
Shared Vision ◽  
Practical Implementation ◽  
Self Awareness ◽  
Research Attention ◽  
Content Type ◽  
Management Actions ◽  
The Right

Purpose The leadership style of inspirational leadership has not gained substantial research attention. Studies have found inspirational leadership to be particularly relevant for practitioners. The purpose of this paper is to analyse the theoretical aspects of inspirational leadership and present practical steps for applying the theory. Design/methodology/approach First, inspirational leadership is defined in the context of other leadership theories, with particular emphasis on the vision that is central to inspirational leadership. Consequently, effective leadership behaviour is contrasted against management actions, to then define main areas leaders should focus on. Moreover, this paper outlines specific actions to be implemented in these focus areas. Findings Comparing the different perspectives on inspirational leadership theory, it becomes evident that self-awareness and authenticity are the main foundations for inspiring followers and implementing a shared vision. Practical implications A tool is presented for practical implementation that allows leaders to measure different characteristics of inspirational leadership and to assess their progress in these areas. In this context, this paper discusses the critical role of authentic behaviour and the challenge of showing the right level of authenticity as a leader. Special attention is given to authentic leadership development, and how organisations must work to avoid over-dependency on inspirational leaders. Originality/value The ideas outlined in this paper serve as a guide for leaders to practise inspirational leadership.

The role of wilderness experiences in leaders’ development toward authentic leadership

2017 ◽  
Vol 38 (8) ◽  
pp. 1144-1156 ◽  
Author(s):  
Boy van Droffelaar ◽  
Maarten Jacobs
Keyword(s):  
Leadership Development ◽  
Leadership Style ◽  
Authentic Leadership ◽  
Leadership Behaviors ◽  
Sense Of Self ◽  
Peak Experiences ◽  
Content Type ◽  
Wide Range ◽  
The Impact ◽  
Wilderness Experiences

Purpose The purpose of this paper is to investigate the impact of leaders’ wilderness experiences on intentions to transform leadership behaviors toward authentic leadership. Design/methodology/approach Content analysis was used on trail reports made by participants of a wilderness-based leadership program. Participants (n=97) were leaders working in business and institutional settings, both males and females. Participants were asked to write personal reports within two weeks after the training program about their wilderness experiences, and related behavioral intentions. Findings The analyses revealed four categories of leaders’ peak experiences: heightened sense of self, awareness of one’s core values, deep connected attention, and being in full presence. These peak experiences triggered intentions to change future leadership behaviors: to be more aware of self, to live by the inner compass, to improve careful listening, and to become more transparent. These intentions closely resonate with the core components of authentic leadership. Research limitations/implications The authors’ sample is characterized by developmental readiness: people who are already willing to change. However, developmental ready leaders are the subset of leaders that is particularly relevant studying change toward authentic leadership. Another limitation is intentions are assessed, and hence knowledge about actual changes in leadership style requires additional research. Practical implications The attributes of the transformation program that foster change as revealed here – being in another world, facing unfamiliar challenges, peer-to-peer learning – can be flexibly adopted and implemented in a wide range of leadership transformation programs. Originality/value By demonstrating that being immersed in nature can act as a significant life event that has the potential to foster authentic leadership, this study provides an original contribution to the literature on strategies for intra-personal leadership development.

Exploring the Relationship Between Diversity Intelligence, Emotional Intelligence, and Executive Coaching to Enhance Leader Development Practices

2018 ◽  
Vol 20 (3) ◽  
pp. 285-298
Author(s):  
Jenell L. S. Wittmer ◽  
Margaret M. Hopkins
Keyword(s):  
Emotional Intelligence ◽  
Leadership Development ◽  
Human Resource Development ◽  
Human Resource ◽  
Interpersonal Relationships ◽  
Executive Coaching ◽  
Resource Development ◽  
Practical Applications ◽  
Practical Support ◽  
Human Resource Development Professionals

The Problem Leadership development is one of the most pressing issues for human resource practitioners within organizations. Recently, coaching to enhance emotional intelligence (EQ) has become a major focal area for human resource and leadership development. The concept of EQ has received overwhelming research and practical support, suggesting that it, more so than technical skills or cognitive ability, is the key determinant of success in leaders. However, EQ alone may not help leaders in creating an inclusive work environment and proactively recruiting and developing diverse employees. The Solution Diversity intelligence (DQ), recently introduced by Hughes, is another important skill that has significant impact on the interpersonal relationships at work. The current article seeks to integrate the concepts of EQ and DQ with a practical and strategic approach for human resource development professionals. A theoretical review, qualitative examination, and practical application of the main models of EQ with a focus on how specific components of these models can be utilized in coaching for increased DQ is presented. Using concepts of executive coaching and general principles of leadership development, the current study examines which facets, or dimensions, of EQ should be highlighted and developed to increase DQ. The Stakeholders In addition to identifying which facets of each EQ model are essential for DQ, practical applications for human resource development practitioners and leaders are presented.

scholarly journals Linking Emotional Intelligence to Successful Health Care Leadership: The Big Five Model of Personality

2020 ◽  
Vol 33 (04) ◽  
pp. 195-203
Author(s):  
Keith Cavaness ◽  
Anthony Picchioni ◽  
James W. Fleshman
Keyword(s):  
Emotional Intelligence ◽  
Interpersonal Relationships ◽  
Leadership Style ◽  
Self Management ◽  
Consensus Building ◽  
Self Awareness ◽  
Health Care Leadership ◽  
Effective Change ◽  
Big Five Model ◽  
Insight Into

AbstractResearch has identified emotional intelligence as the ability to understand and manage emotions. This is especially important for surgical leaders who must interact constructively with teams, administrators, patients, colleagues, and the community. Conventional intelligence emphasizes the rational and analytical brain. When one becomes aware of emotional intelligence, it adds to the repertoire of the surgical leader. It gives them insight into the dynamics of interpersonal relationships. This will allow the surgeon to control the emotional side of communication. Specifically, emotional intelligence focuses on self-awareness, self-management, social skills, and resiliency. With these skills, they are able to modulate their leadership style, allowing for increased conflict management and persuasiveness, more effective change management, and consensus-building. Emotional intelligence is not innate; these are learned skills. With practice and attention, it is possible to acquire the skills to enhance relationships.

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