Activity
Please read Chapters 7 – 10 and respective Library article for each chapter.Then, write the script for a play ( https://www.creative-writing-now.com/how-to-write-a-play.html )
with:
sixcharacters,four of which are employees and two who aresupervisors
only one act
Begin the play by introducing the fictitious characters andsetting.
Then,create a dialogbetween the characters. Write the names of characters in bold, capital letters in every line they speak. You may include stage directions in parentheses.
Thereafter, introducea conflict, creating suspense and have each supervisor handle the conflict in one of two ways: have one supervisor respond with one of theleadership approaches discussed in Chapters 7-10, and have the other respond with a different leadership approach discussed in these chapters.
Finally, explain the resolution of the conflict and successful outcome of the issue.
Please note: since this is a play and not academic writing,you should not include citations from the articles.
After the play, add a page of references that includethe Library article foreachof the two leadership approaches you selected AND the course textbook.
Please format the article references as follows,alphabetized by the author’s last names:
Author, A. A., Author, B. B., & Author, C. C. (Year). Title of article.Title of
Journal, volume number(issue number), pages.
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English
MAN4120-2205-9840: What is LMX?
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Leadermember exchange (LMX)theory.
Cite
HTML Full Text
Authors: Campbell, Josephine
Source: Salem Press Encyclopedia, 2020. 2p.
Document Type: Article
Subject Terms: Leader-member exchange theory
Superior-subordinate relationship
Abstract: Leader-member exchange (LMX) theory is based on the observation that leaders
behave differently with various people who work for them. The leader-member
exchange model, or vertical dyad linkage theory, charts the relationships between
leaders and subordinates.
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Leadermember exchange (LMX)theory
Leader-member exchange (LMX) theory is based on the observation that leaders behave differently with
various people who work for them. The leader-member exchange model, or vertical dyad linkage theory,
charts the relationships between leaders and subordinates.
A great deal of management study has taken place in the United States. Many of the most influential research
projects have taken place in American industry during the early to mid-twentieth century. By the 1970s and
early 1980s, as foreign competition in the auto and technology industries increased and corporate takeovers
became increasingly common, American ideas about management were challenged.
Background
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Studies of management and leadership date to the late nineteenth century. Interest in management was mostly
based on economics and efficiency. An efficient operation was likely to result in financial success; therefore,
industries became interested in how to achieve this state. They wanted to know the qualities of good
leadershipwhat makes a good bossto improve efficiency and profits. Early efforts to study management
and leadership tried to examine the workplace from a scientific perspective. Management, it was determined,
should find the most efficient means to complete a task and convey this to the workers. The workers were
expected to work as hard as they could to complete as much work as possible because maximum output
meant maximum profit. Their input into the work process, however, was not seen as important.
During the 1920s and 1930s, industry began to focus on the human relations of work. A number of studies
found that the relationships leaders and workers had with one another were also an important factor in
productivity. Specifically, a relationship in which workers were free to share their input about tasks and
processes, and felt their input was valued, resulted in increased productivity.
Some of the most influential work began during the 1950s. A series of studies at Michigan University detailed
critical characteristics of effective leaders. Tasks performed by effective leaders include planning and
organizing; their relationships with subordinates should be supportive and helpful, and allow workers room to
complete their tasks; and effective leaders use a participative style, which allows them to work equally well
managing individuals and groups and building teams that work in harmony. Studies at Ohio State University
found that effective leadership requires consideration, or friendly and supportive approaches to subordinates,
as well as development of structure and definitions of roles of the leader and workers in achieving objectives.
The work Mary Parker Follett had conducted during the 1920s also drew new attention. Follett had advocated
a cooperative supervisor-worker relationship, which suited 1950s society.
Despite the evidence showing that worker involvement correlates with productivity, many major corporations
and organizations, including General Motors and the United Automobile Workers labor union, shunned these
ideas. In the years after World War II (19391945), however, social classes in the United States were
becoming less pronounced. The traditional boss-worker employment relationship was also less common.
Overview
LMX theory arose during the 1970s. American psychologist George B. Graen, professor of management
Mary Uhl-Bien, and other researchers initially developed the theory. Research involved studies on work
socialization and vertical dyad linkage (VDL). Vertical refers to the position of a leader above a subordinate;
dyad refers to the focus on two people; and linkage refers to interrelated actions between them. This model
shows the interactions between the leader and his or her subordinates, and indicates these exchange
relationships are not the same with each worker. Work socialization theory explains the process of an
individual learning a workplace culture, including how to relate to authority in an organization.
Early VDL studies found that multiple workers described the same manager in different ways. Their
relationships covered a wide spectrum, from interactions of mutual trust, respect, and obligation (high-quality
exchanges) to low trust, respect, and obligation (low-quality exchanges). High-quality exchanges often
allowed subordinates to grow beyond their job descriptions, while low-quality exchanges often involved
subordinates who simply did work they were required to do. These study results led researchers to more
closely examine leader-member exchange.
LMX looks at how these relationships develop and how they affect performance. The three stages of
relationship development are role-taking, role-making, and routinization. Role-taking occurs when an
individual joins a group. This is a time of assessing the person’s abilities and skills. Role-making takes place
when members start to work together on projects. New members are expected to work hard to prove
themselves, and managers begin to sort them into groups: the in group and the out group. This sorting may be
unconscious. The in group comprises the loyal and trustworthy individuals who have the skills to do the
work. Managers rely on this group and give its members most of their attention, including support and advice,
as well as interesting opportunities. Members of the in group may share traits with the manager. Managers put
people who do not meet expectations, are not regarded as reliable, or who lack the necessary skills into the
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out group. Managers rarely offer interesting challenges or opportunities for advancement to those in the out
group. The third stage, routinization, is when the interactions between managers and team members become
set.
Once team members have been sorted into the in group and out group, managers establish their interactions
with them. The manager relies on the in group and spends little time encouraging or supporting members of
the out group. Those in the out group rarely have a chance to move into the in group. An out group worker’s
only chance for advancement may be to leave the team, either by transferring to a new department or leaving
the organization completely.
Managers can improve their effectiveness by being aware of the tendency to sort workers and recognizing
which workers they have placed in each group. Managers should re-examine the workers in the out group in
particular. Reflect on each workerfor example, why is this individual in the out group? Was it a specific
event, or series of events? Was it due to actions at work such as poor interpersonal skills or a quick temper?
Does this individual have the skills necessary, but lacks motivation? As a manager, is the perception of this
worker in line with the facts?
Acknowledging one’s unconscious sorting of workers offers a manager the opportunity to improve
relationships. As the leader, a manager should try to foster a better relationship with those in the out group.
Managers may also be able to offer coaching to out group members. By interacting with them one on one, a
manager may boost morale of the whole team. This may also increase productivity.
Bibliography
Bauer, Talya N., and Berrin Erdogan. The Oxford Handbook of Leader-Member Exchange. Oxford UP, 2015.
Graen, George B., and Mary Uhl-Bien. “Relationship-Based Approach to Leadership: Development of
Leader-Member Exchange (LMX) Theory of Leadership over 25 Years: Applying a Multi-Level Multi-
Domain Perspective.” University of Nebraska Lincoln, 1995, digitalcommons.unl.edu/cgi/viewcontent.cgi?
article=1059&context=managementfacpub. Accessed 19 Dec. 2017.
Kiechel, Walter. “The Management Century.” Harvard Business Review, Nov. 2012, hbr.org/2012/11/the-
management-century. Accessed 19 Dec. 2017.
“The Leader-Member Exchange Theory.” Mind Tools, www.mindtools.com/pages/article/leader-member-
exchange.htm. Accessed 19 Dec. 2017.
“Leadership-Member Exchange (LMX) Theory.” Management Study Guide, ERLINK
“https://managementstudyguide.com/lmx-theory.htm” managementstudyguide.com/lmx-theory.htm. Accessed
19 Dec. 2017.
McGrath, James, and Bob Bates. The Little Book of Big Management Theories and How to Use Them.
Pearson UK, 2017.
Northouse, Peter G. Leadership: Theory and Practice. SAGE Publications, 2015.
Uhlig, Daria Kelly. “Advantages and Disadvantages of the Vertical Dyad Linkage Model.” Houston
Chronicle, smallbusiness.chron.com/advantages-disadvantages-vertical-dyad-linkage-model-38845.html.
Accessed 19 Dec. 2017.
Winkler, Ingo. “Leader-Member Exchange Theory.” Contemporary Leadership Theories, Contributions to
Management Science. Physica-Verlag Heidelberg, 2009, pp. 4753.
Library Home
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English
MAN4120-2205-9840: Am I called to Serve?
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Servant leadership.
Cite
HTML Full Text
Authors: Mazzei, Michael
Source: Salem Press Encyclopedia, 2020. 2p.
Document Type: Article
Subject Terms: Servant leadership
Leadership
Organizational goals
Abstract: Servant leadership is a term used to describe a philosophy and a series of practices
based on the concept of the servant-leader, who focuses on being a servant first.
Servant leadership emphasizes the needs of others. For example, servant-leaders in
an organization seek to support their team members.
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Accession Number: 100259297
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Servant leadership
Servant leadership is a term used to describe a philosophy and a series of practices based on the concept of
the servant-leader, who focuses on being a servant first. Servant leadership emphasizes the needs of others.
For example, servant-leaders in an organization seek to support their team members.
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Robert K. Greenleaf coined the terms servant leadership and servant-leader in an essay published in 1970. In
the essay, Greenleaf introduced the modern world to the concept of servant leadership. Many others followed
Greenleaf’s example and became advocates of servant leadership, including Larry C. Spears, who wrote an
essay in which he developed ten characteristics of the servant-leader.
About Robert K. Greenleaf
Although the notion of servant leadership has been around since ancient times, Robert K. Greenleaf was the
first person in the modern era to articulate the concept. Born in 1904 in Terre Haute, Indiana, Greenleaf
attended Rose Polytechnic before transferring to Carleton College, where he graduated with a mathematics
degree. He soon began working for AT&T and quickly moved up the ranks. Greenleaf was involved with the
company’s first management training program and eventually became director of management development.
He retired in 1964 after thirty-eight years with the company.
The same year he retired, Greenleaf founded the Greenleaf Center for Servant Leadership. Originally called
the Center for Applied Ethics, the center is an international nonprofit organization that focuses on advancing
servant leadership through programs, workshops, and online learning. The center also hosts an annual
conference that brings together servant-leaders from across the globe.
Besides founding the Greenleaf Center for Servant Leadership, Greenleaf also worked as an author, educator,
and consultant. In 1970, he published an essay titled “The Servant as Leader,” in which he discussed servant
leadership and the servant-leader. Specifically, Greenleaf explained the skills that servant-leaders must
possess. Greenleaf’s essay was published in the 1976 book Servant Leadership. Today, Greenleaf’s work
continues to influence disciplines such as management, organizational development, and systems thinking.
Greenleaf died in 1990.
Fundamentals of Servant Leadership
Greenleaf believed that servant-leaders are most concerned with serving people first. Servant-first leaders are
the opposite of leader-first leaders, who are more focused on power and material wealth. By having the desire
to serve first, servant-leaders place the needs of others before their own needs. In an organization, this means
that servant-leaders strive to help team members perform at optimal levels. Servant-leaders will also ensure
the well-being of team members and assist in their personal and professional development. Additionally,
servant-leaders are typically excellent communicators. They have good awareness and perception, and they
stay focused on goals. Ultimately, Greenleaf felt that such leadership could lead to better organizations and
improve people’s lives.
Ten Characteristics of Servant-Leaders
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After Greenleaf brought the concept of servant leadership into the modern era, other people soon became
advocates of the concept. Larry C. Spears is a proponent of servant leadership. A former president of the
Greenleaf Center for Servant Leadership, Spears believes that servant-leaders possess ten essential
characteristics. He developed these characteristics in a 2010 essay titled “Character and Servant Leadership:
Ten Characteristics of Effective, Caring Leaders.” The ten characteristics are as follows:
Listeningservant-leaders should listen closely to team members without interrupting them. They should
also provide feedback after the team members have finished speaking. Empathyhaving an open mind and
understanding the perspectives and needs of team members are vital characteristics of servant-leaders.
Healingservant-leaders should strive to create environments that support the physical and mental health of
team members by ensuring that they have the knowledge and tools necessary to work effectively. Self-
Awarenessservant-leaders should be able to reflect on their feelings and actions. This reflection forces
servant-leaders to realize their strengths and weaknesses and to think about how their behavior affects others.
Persuasionservant-leaders should try to use persuasion to get team members to take action and lend their
support. However, this should not be done in a way that is harmful to working relationships.
Conceptualizationservant-leaders should strive to see the big picture and set goals that are high, which can
include developing strategies for their teams. Foresightthe ability to determine what might happen in the
future is an important tool for servant-leaders. They can develop foresight by learning from the past,
analyzing the present, and ascertaining the potential outcome of their decisions. Stewardshipservant-leaders
must be accountable for their teams, which includes taking responsibility for their team members’
performances. Commitment to the Growth of Peopleteam members should be given the opportunity to
grow both professionally and personally. Servant-leaders should be committed to ensuring this growth by
providing team members with occasions to acquire new skills and helping them achieve their goals. Building
Communitya sense of community is important in any organization. Servant-leaders can build this
community by encouraging interaction among team members throughout the organization.
Studies have found servant leadership to be a particularly effective and productive form of leadership.
Research led by Adam Grant on servant leadership found that those who utilize servant leadership are better
regarded by employees and that by putting others first, servant leaders can gain more insight about the
organization they run and therefore run it more effectively. Servant leadership is a concept popular in
Christian organizations, but is not widely used among executive leaders in twenty-first century America.
Bibliography
“About the Robert K. Greenleaf Center.” Greenleaf Center for Servant Leadership. Greenleaf Center for
Servant Leadership. Web. 6 Apr. 2015. https://greenleaf.org/about-us/
Frick, Don M. “Robert K. Greenleaf: A Short Biography.” Greenleaf Center for Servant Leadership.
Greenleaf Center for Servant Leadership. Web. 6 Apr. 2015. https://greenleaf.org/about-us/about-robert-k-
greenleaf/
Heskett, James. “Why Isn’t Servant Leadership More Prevalent?” Forbes, 1 May 2013.
http://www.forbes.com/sites/hbsworkingknowledge/2013/05/01/why-isnt-servant-leadership-more-
prevalent/#5b7a6d1c4c36. Accessed on 31 Oct. 2016.
Keith, Kent M. “Definition of Servant Leadership.” To Serve First: The Servant Leadership Journey. Kent M.
Keith. Web. 6 Apr. 2015. http://toservefirst.com/definition-of-servant-leadership.html
“Servant Leadership: Putting Your Team First, and Yourself Second.” Mind Tools. Mind Tools Ltd. Web. 6
Apr. 2015. http://www.mindtools.com/pages/article/servant-leadership.htm
“What Is Servant Leadership?” Greenleaf Center for Servant Leadership. Greenleaf Center for Servant
Leadership. Web. 6 Apr. 2015. https://greenleaf.org/what-is-servant-leadership/
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Library Home
https://www.mdc.edu/learning-resources/ Chapter 7: Leader-Member Exchange Theory
Definition
Some theories focus on leaders:
trait approach, skills approach, and style approach
Other theories focus on the follower and the
context:
situational leadership and pathgoal theory
Leadermember exchange (LMX) theory focuses
on:
interactions between a leader and followers
Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition. 2016 SAGE Publications, Inc.
In-group/out-group status based on how well follower
works with the leader and how well the leader works with
the follower
How followers involve themselves in expanding their
role responsibilities with the leader determines whether
they become in-group or out-group participants
Becoming part of the in-group involves follower
negotiations in performing activities beyond the formal job
description
Research findings:
Follower
In-Group
more information,
influence, confidence,
& concern from leader
more dependable,
highly involved, &
communicative than
out-group
Out-Group
less compatible with
leader
usually just come to
work, do the job, & go
home
In-Group & Out-Group Followers
Out-GroupOut-Group
Leader
In-Group
F
F
FF
F
FF
FFF
F
F
F
F
F
Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition. 2016 SAGE Publications, Inc.
Researchers found that high-quality leadermember
exchanges result in
Less employee turnover
More positive performance evaluations
Higher frequency of promotions
Greater organizational commitment
More desirable work assignments
Better job attitudes
More attention and support from the leader
Greater participation
Faster career progress
Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition. 2016 SAGE Publications, Inc.
(from Graen & Uhl-Bien, 1995)
Leadership Making (Graen & Uhl-Bien, 1995)
Stranger
Interactions within the leader-follower dyad are generally
rule bound
Rely on contractual relationships
Relate to each other within prescribed organizational
roles
Motives of follower directed toward self-interest
(paycheck or other benefit) rather than good of the
group
Phase 1Phase 1
Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition. 2016 SAGE Publications, Inc.
Leadership Making (Graen & Uhl-Bien, 1995)
Begins with an offer by leader/follower for improved
career-oriented social exchanges
Testing period for both, assessing whether
the follower is interested in taking on new roles
leader is willing to provide new challenges
Quality of exchanges improves along with greater trust &
respect
Less focus on self-interest, more on goals of the group
Phase 2
Acquaintance
Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition. 2016 SAGE Publications, Inc.
Leadership Making (Graen & Uhl-Bien, 1995)
Mature Partnership
Marked by high-quality leadermember exchanges
Experience high degree of mutual trust, respect, and obligation toward
each other
Tested relationship and found it dependable
High degree of reciprocity between leaders and subordinates
May depend on each other for favors and special assistance
Phase 3
Partnerships are transformational moving beyond self-interest to
accomplish greater good of the team & organization
Strengths, Criticisms, & Application
Strength: LMX theory has a solid research foundation that
describes work units in terms of those who go above and
beyond (who are part of the in-group) and those who do the
bare minimum (who are part of the out-group), having
positive organizational outcomes
Criticism: It runs counter to the human value of fairness.
Applications: Directs managers to assess their leadership
from a relationship perspective and sensitizes managers to
be on the look-out for in-groups and out-groups developing
within their work units
Slide 1
Definition
Research findings:
In-Group & Out-Group Followers
(from Graen & Uhl-Bien, 1995)
Leadership Making (Graen & Uhl-Bien, 1995)
Leadership Making (Graen & Uhl-Bien, 1995)
Leadership Making (Graen & Uhl-Bien, 1995)
Strengths, Criticisms, & Application Chapter 8: Transformational Leadership
Transformational Leadership (TL)
Process – TL is a process that changes and transforms
individuals
Influence – TL involves an exceptional form of influence
that moves followers to accomplish more than what is
usually expected
Core elements – TL is concerned with the emotions,
values, ethics, standards, and long-term goals of
followers
Encompassing approach TL describes a wide range
of leadership influence where followers and leaders are
bound together in the transformation process
Descriptio
n
Descriptio
n
Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition. 2016 SAGE Publications, Inc.
Types of Leadership Defined
TRANSACTIONAL
Focuses on the
exchanges
that occur
between leaders
and their followers TRANSFORMATIONAL
Process of
engaging with others
to create a connection that
increases
motivation and morality in
both the leader and the
follower
Focuses on the
leaders
own interests
rather than the
interests of his or
her followers
PSEUDO-
TRANSFORMATIONAL
Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition. 2016 SAGE Publications, Inc.
Leaders who are
transforming but in a
negative way
self-consumed,
exploitive; power-
oriented, with warped
moral values
includes leaders like
Adolph Hitler
Saddam Hussein
PSEUDOTRANSFORMATIONAL
Focuses on the
leaders
own interests
rather than the
interests of his or
her followers
Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition. 2016 SAGE Publications, Inc.
TRANSFORMATIONAL
Process of
engaging with others
to create a connection
that increases
motivation
and morality in both the
leader and the follower
Leader is attentive to the needs and motives of followers
and tries to help followers reach their fullest potential.
Mohandas Gandhi raised
the hopes and demands of
millions of his people and in
the process was changed
himself.
Ryan White raised peoples
awareness about AIDS.
Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition. 2016 SAGE Publications, Inc.
Transformational Leadership Factors:
The 4 Is
Idealized Influence
Acting as strong role models
High standards of moral and ethical conduct
Making others want to follow the leaders vision
Inspirational Motivation
Communicating high expectations
Inspiring followers to commitment and engagement in
shared vision
Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition. 2016 SAGE Publications, Inc.
Transformational Leadership Factors:
The 4 Is
Intellectual Stimulation
Stimulating followers to be creative and innovative
Challenging their own beliefs and valuing those of leader
and organization
Supporting followers to try new approaches
Develop innovative ways of dealing with organization issues
Individualized Consideration
Listening carefully to the needs of followers
Acting as coaches to assist followers in becoming fully
actualized
Helping followers grow through personal challenges
Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition. 2016 SAGE Publications, Inc.
Transformational Leadership
TLs empower and nurture
followers
TLs stimulate change by
becoming strong role
models for followers
TLs commonly create a
vision
TLs build trust & foster
collaboration
Describes how leaders
can initiate, develop,
and carry out
significant changes in
organizations
Overall Scope Focus of
Transformational
Leaders
Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition. 2016 SAGE Publications, Inc.
Strengths, Criticism, and Application
Strengths: Expansive leadership view. TL provides a
broader view of leadership that augments other
leadership models. Effectiveness. Evidence supports
that TL is an effective form of leadership.
Criticism: Suffers from heroic leadership bias
Application: Can be used to improve team development,
decision-making groups, quality initiatives, and
reorganizations
Slide 1
Transformational Leadership (TL)
Types of Leadership Defined
Slide 4
Slide 5
Transformational Leadership Factors: The 4 Is
Transformational Leadership Factors: The 4 Is
Transformational Leadership
Strengths, Criticism, and Application Authentic Leadership
Chapter 9
Northouse, Leadership 8e. SAGE Publications, 2019. 2
Overview
Authentic Leadership Description
Authentic Leadership Defined
Approaches to Authentic Leadership
Practical
Theoretical
How Does Authentic Leadership Theory Work?
Northouse, Leadership 8e. SAGE Publications, 2019. 3
Authentic Leadership Description
Authentic Leadership–focuses on whether leadership
is genuine
Interest in Authentic Leadership
Increasing in recent times due to social upheavals
People longing for trustworthy leaders
Identified earlier in transformational leadership research but not
studied separately
Needed evidence-based research of construct
Northouse, Leadership 8e. SAGE Publications, 2019. 4
Authentic Leadership Defined (1 of 3)
Intrapersonal Definition:
Leadership based on self-concept and how self-concept relates
to actions (Shamir & Eilam, 2005)
Relies on the life story of the leader
Three Authentic Leadership Characteristics:
ALs exhibit genuine leadership
ALs lead from conviction
ALs are originals, not copies
Northouse, Leadership 8e. SAGE Publications, 2019. 5
Authentic Leadership Defined (2 of 3)
Interpersonal Definition:
Leadership is created by leaders and followers
together (Eagly, 2005).
It is a reciprocal process because leaders affect
followers and followers affect leaders.
Northouse, Leadership 8e. SAGE Publications, 2019. 6
Authentic Leadership Defined (3 of 3)
Developmental Definition:
Leadership can be nurtured and developed over a lifetime
(Avolio & Gardner, 2005)
Can be triggered by major life events
Leader behavior is grounded in positive psychological qualities
and strong ethics
Four authentic leadership components:
Self-awareness
Internalized moral perspective
Balanced processing
Relational transparency
Northouse, Leadership 8e. SAGE Publications, 2019. 7
Practical Approaches to Authentic Leadership (1 of 2)
Bill George (2003, 2007)
Leader characteristic model
Leaders have genuine desire to serve others
Five characteristics of authentic leaders
Understand their purpose
Strong values
Trusting relationships
Self-discipline
Act from the heart (mission)
Northouse, Leadership 8e. SAGE Publications, 2019. 8
Practical Approaches to Authentic Leadership (2 of 2)
Northouse, Leadership 8e. SAGE Publications, 2019. 9
Theoretical Approaches to Authentic Leadership
Recent Research Spurred By
Leadership summit publications (2005)
Social upheaval and desire for leadership that serves
the common good
Need to explore meaning of authentic leadership and
create theoretical framework
Need to define the construct of authentic leadership
Northouse, Leadership 8e. SAGE Publications, 2019. 10
Definition of Authentic Leadership
A pattern 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, Avolio, Gardner, Wernsing, and Peterson (2008)
Northouse, Leadership 8e. SAGE Publications, 2019. 11
Basic Model of Authentic Leadership
Four Components
Self-awareness
Reflecting on ones core values, identity, emotions, motives
Being aware of and trusting ones own feelings
Internalized moral perspective
Self-regulatory process using internal moral standards to
guide behavior
Balanced processing
Ability to analyze information objectively and explore other
peoples opinions before making a decision
Relational transparency
Being open and honest in presenting ones true self to
others
Northouse, Leadership 8e. SAGE Publications, 2019. 12
Factors That Influence Authentic Leadership (1 of 2)
Positive psychological capacities
Confi
