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.

(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 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.

The effects of authentic leadership and organizational commitment on turnover intention

2016 ◽  
Vol 37 (2) ◽  
pp. 181-199 ◽  
Author(s):  
Anthony Gatling ◽  
Hee Jung Annette Kang ◽  
Jungsun Sunny Kim
Keyword(s):  
Organizational Commitment ◽  
Leadership Style ◽  
Turnover Intention ◽  
Structural Equation ◽  
Authentic Leadership ◽  
Leadership Behavior ◽  
Equation Modeling ◽  
Self Awareness ◽  
Content Type ◽  
The Impact

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, on 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 of structural equation modeling provide support for the positive effect of authentic leadership on OC in the hospitality industry, and suggest that OC mediates reduced TI. Practical implications – The findings in the present study are extremely useful to managers, human resource managers, and organizations as a whole. Practitioners looking to increase employee OC and decrease TI can do so by augmenting the authentic leadership qualities of managers. Originality/value – The results of this study suggests a variety of significant theoretical contributions as well as critical leadership and organizational implications. The effects of authentic leadership were empirically tested on employees’ OC and the effects of that OC on TI.

scholarly journals Authentic leadership: Women leaders in Serbia

Bizinfo Blace ◽  
2020 ◽  
Vol 11 (2) ◽  
pp. 33-45
Author(s):  
Sandra Dramićanin ◽  
Snežana Mihajlov ◽  
Nebojša Pavlović
Keyword(s):  
Women Leaders ◽  
Leadership Style ◽  
Work Experience ◽  
Authentic Leadership ◽  
Bachelor's Degree ◽  
The Other ◽  
Self Awareness ◽  
Leadership Potential ◽  
Moral Principles ◽  
The Republic

Authentic leaders are people who are aware of themselves and own capabilities, who respect other people's opinions, perspectives and attitudes (about business and them as leaders), who are guided by high moral principles and practice transparency in business and communication with other employees. The aim of this research is to show are the women leaders in Serbia belong to the authentic type of leader and which of the characteristics of the authentic leader is the most common among them. In the research 113 women leaders from various activities from the territory of the Republic of Serbia participated. Of the total number of respondents, 31 results show an authentic leadership style, while only 3 results show a strong authentic style. Self-awareness is a dimension that stands out in relation to the other three and characterizes the largest number of women leaders. Further analysis showed that the greatest leadership potential in terms of authentic leadership has women who deal with services, have between 36-45 years and 10-15 years of work experience in the business in which they are engaged and have Bachelor's degree. The society in Serbia is such that it prefers male leaders, the goal of this research is to show that women are excellent leaders based on their characteristics and to have the predisposition to become great authentic leaders.

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.

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