The above title is not the exact title of this essay, students should ensure that they get the exact title of the essay from their teacher. I mean, is that even possible? However, I guess that if we dig a little deeper we could engage in a debate about knowledge being external reality to be discovered vs knowledge being a constructed internal reality. This could be linked to a rationalist vs empiricist type of debate.
Warning - this is long! In this paper I consider a range of perspectives and definitions for the concept of authentic leadership: I also consider the strengths and limitations of authentic leadership and consider how authentic leadership is manifest in my practice and consider how the concept of authentic leadership may also influence future actions.
Literature Review Authentic Leadership as Self Awareness The definition of authentic leadership that is most common in the literature studied is the concept of authentic equating to bringing an authentic self to the role of leadership or as George and Sims puts it, genuine people who are true to themselves and to what they believe in.
Henderson and Hoy refer to this as exhibiting salience of self over role. Self awareness Kernis, is also central to the definition provided by Brown and Trevino who see self-awareness, openness, transparency, and consistency as the core of authentic leadership, stating that authentic leaders emphasise authenticity and self-awareness.
Many authors also make the connection between self-awareness and how this supports meaningful relationships with others.
Bhindi and Duigan frame this as the discovery of the authentic self through meaningful relationships or as Whitehead puts it, an authentic leader is self-aware, humble, always seeking improvement, aware of those being led and looks out for the welfare of others. Authentic leaders are dedicated to developing themselves because they know that becoming a leader takes a lifetime of personal growth George,p.
Hence, authentic leadership is not just about being self-aware but also being aware enough to recognise areas that need improving and developing further. This combination is what 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, Therefore, authentic leaders are perceived by others as honest and being driven by a high moral character and being driven by a sense of moral purpose.
As Whitehead suggests, the authentic leader fosters high degrees of trust by building an ethical and moral framework. Furthermore, there is the sense that authentic leadership extends beyond self and direct relationships to affect both organisational structures and its values.
Bhindi and Duignan flip this notion and see the discovery of the authentic self through meaningful relationships within organizational structures and processes that support core, significant values. It is interesting to consider the reciprocity of authenticity - the authentic leader developing an authentic organisation and the organisation providing a context through which a leader may discover and develop their own authenticity.
Authentic Leadership as Metaphor for Effective Leadership As Begleysuggests, authentic leadership may also be thought of as a metaphor for professionally effective, ethically sound, and consciously reflective practices in educational administration.
Whitehead also describes an authentic leader as one who is committed to organisational success within the construct of social values. Suggesting it is not enough to be simply genuine or authentic in nature, authentic leadership suggests they are effective and committed to organisational success.
Therefore authentic leadership is also aligned with concepts of positive or effective leadership. As Avolio and Gardner suggest, authentic leadership can incorporate transformational, charismatic, servant, spiritual or other forms of positive leadership or as Brown and Trevino frame it, authentic leaders model positive attributes such as hope, optimism, and resiliency.
Strengths When we consider authentic leadership within this positive frame we can see that there are many strengths to being with authentic leadership, these include better decisions made, based on the premise that actions are informed by values and a clear moral purpose.
There is also research that suggests that an authentic leader may have positive flow-on effects to followers. Add to this the fact that authentic leaders are self-aware which suggests they may also be more open to personal growth and improvement.
Brown and Trevino suggest this combined with the notion of authentic leaders having a moral purpose means they are capable of judging ambiguous ethical issues, viewing them from multiple perspectives, and aligning decisions with their own moral values, and as Champy suggests being authentic can also make business life easier - when you are clear on what you value, the answers to tough questions become clearer.
Furthermore, Avolio and Gardner suggest this can have positive flow on effects to followers through increased self-awareness, self-regulation, and positive modeling.
Research also suggests that in organizations led by authentic leaders, followers are expected to improve work efforts, engage in organizational citizenship, benefit from improved work performance and gain an increased trust in leadership Avolio et al.Perspectives will both facilitate and constrain perception.
A good example of this statement is the Burke Theorem. A good example of this statement is the Burke Theorem.
The Burke Theorem states that “A way of seeing is also a way of not seeing- a focus upon object A involves a neglect of object B”. The variety of perspectives in modern psychology gives researchers and students tools to approach problems and helps them find new ways to explain and predict human behavior, leading to the development of new treatment approaches for problem behaviors.
Warning - this is long!
This is an essay I wrote about Authentic Leadership for my Ed Perspectives Paper at Waikato University. Introduction The Oxford Dictionary defines authentic as “of undisputed origin and not a copy; genuine” and leadership as “the action of leading a group of people or an organization, or the ability to do this”.
Oct 11, · Students could look at the detailed definition of Personal Knowledge from the IB ToK Guide, to get a detailed understanding of what constitutes the knower’s perspective, and how the knower’s perspective constitutes part of this aspect of knowledge.
Warning - this is long! This is an essay I wrote about Authentic Leadership for my Ed Perspectives Paper at Waikato University.
Introduction The Oxford Dictionary defines authentic as “of undisputed origin and not a copy; genuine” and leadership as “the action of leading a group of people or an organization, or the ability to do this”.
Published: Mon, 5 Dec Organizational theory is based on its three perspectives, which are the modern, symbolic-interpretive and the post-modern. The perspectives each have different approaches when it comes to the management of an organization.