Questions….
Chapters 9 and 10 introduce the concept of leadership by example, whereby leaders will be most inspiring if they are authentic in their communication and efforts and if they are more concerned with serving their followers than themselves. Please read both chapters in the textbook and the corresponding PowerPoints. Then, answer the following questions in at least 250 words.
What is an authentic leader responsible for?
What four key positive attributes help with authenticity (according to the text)
What two types of self-regulatory behavior can an authentic leaders use?
In what ways is servant leadership a paradox?
How can organizations, and not just individual leaders, become models of servanthood?
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Authentic Leadership
Chapter 9
Northouse, Leadership 8e. SAGE Publications, 2019.
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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.
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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.
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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.
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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.
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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.
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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.
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Practical Approaches to Authentic Leadership (2 of 2)
Northouse, Leadership 8e. SAGE Publications, 2019.
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Figure 9.1: Authentic Leadership Characteristics
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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.
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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.
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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.
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Factors That Influence Authentic Leadership (1 of 2)
Positive psychological capacities
Confidence
Hope
Optimism
Resilience
Moral Reasoning Capacities
Deciding right and wrong
Promoting justice, greater good of the organization or community
Northouse, Leadership 8e. SAGE Publications, 2019.
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Factors That Influence Authentic Leadership (2 of 2)
Critical Life Events
Positive or negative
Act as a catalyst for change
People attach insights to their life experiences
When people tell life stories they gain clarity about who they are
Stimulate personal growth
Northouse, Leadership 8e. SAGE Publications, 2019.
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How Does Authentic Leadership Theory Work? (1 of 2)
Strengths
Criticisms
Application
Northouse, Leadership 8e. SAGE Publications, 2019.
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How Does Authentic Leadership Theory Work? (2 of 2)
AL is a complex, developmental process
The practical approaches are prescriptive:
George (2003)–Five characteristics leaders need to be authentic
Theoretical approach describes what accounts for AL:
Four attributes
Attributes developed over lifetime, often through critical events
Effects on followers:
AL correlates with employee thriving, creativity, hope, optimism, trust, and engagement
Northouse, Leadership 8e. SAGE Publications, 2019.
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Strengths
Fulfills societys expressed need for trustworthy leadership. Fills a void in an uncertain world.
Provides broad guidelines for those who want to become authentic leaders. Both practical and theoretical approaches provide a map.
Like transformational and servant leadership, AL has an explicit moral dimension; focus on collective good.
Unlike traits that only some people exhibit, everyone can learn to be more authentic.
Can be measured using an established instrument (ALQ).
Northouse, Leadership 8e. SAGE Publications, 2019.
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Criticisms
The theory is still in the formative stages, so some concepts in the practical approaches are not fully developed or substantiated.
The moral component of AL is not fully explained. Its unclear how higher values such as justice inform authentic leadership.
The rationale for including positive psychological capacities as a part of AL has not been clearly explained by researchers.
New research is needed to determine if AL works well with Millennial generation.
The link between authentic leadership and positive organizational outcomes is unclear. It is also not clear whether AL is sufficient to achieve organizational goals.
Northouse, Leadership 8e. SAGE Publications, 2019.
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Application
People have the capacity to become authentic leaders. It is a lifelong learning process.
Human resource departments may be able to foster authentic leadership behaviors in employees who move into leadership positions.
Leaders are always trying to do the right thing, to be honest with themselves and others, and to work for the common good.
Leaders are shaped by critical life events that lead to growth and greater authenticity.
Northouse, Leadership 8e. SAGE Publications, 2019.
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19 1
Servant Leadership
Chapter 10
Northouse, Leadership 8e. SAGE Publications, 2019.
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2
Overview (1 of 2)
Servant Leadership Description
Servant Leadership Defined
Historical Basis of Servant Leadership
Ten Characteristics of Servant Leadership
Building a Theory About Servant Leadership
Northouse, Leadership 8e. SAGE Publications, 2019.
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3
Overview (2 of 2)
Building a Model of Servant Leadership
How Does Servant Leadership Work?
Strengths and Criticisms
Application
Northouse, Leadership 8e. SAGE Publications, 2019.
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Servant Leadership Description
Servant Leadership–is a paradox: both service and influence
Interest in Servant Leadership
Most scholarship has been prescriptive, until recently
Past 10 years have clarified the concept and its assumptions
Focuses on leadership from the point of view of the leader and his/her behaviors
Servant leaders put followers first
Northouse, Leadership 8e. SAGE Publications, 2019.
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Servant Leadership Defined
Greenleaf Definition:
Servant leadership begins with the natural feeling that one wants to serve, to serve first. Then conscious choice brings one to aspire to lead. . . . The difference manifests itself in the care taken by the servant–first to make sure that other peoples highest priority needs are being served. The best test . . . is: do those served grow as persons; do they, while being served, become healthier, wiser, freer, more autonomous, more likely themselves to become a servant? And, what is the effect on the least privileged in society; will they benefit, or, at least, will they not be further deprived?
Sometimes treated as a trait, but viewed as a behavior in this chapter
Northouse, Leadership 8e. SAGE Publications, 2019.
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Historical Basis of Servant Leadership
Greenleaf Center for Servant Leadership
Advocating for building consensus in groups rather than using coercive leadership
Inspired by Hesses novel, Journey to the East, where the travelers discovered the true leader of their group was the servant
Leaders have a social responsibility for the have-nots
Leaders shift authority to those who are being led
Northouse, Leadership 8e. SAGE Publications, 2019.
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10 Characteristics of a Servant Leader
(Spears, 2002) (1 of 3)
Listening–acknowledging the viewpoint of followers and validating these perspectives.
Empathy–standing in the shoes of another person and attempting to see the world from that persons point of view.
Healing–in helping followers become whole, servant leaders are themselves healed.
Awareness–understanding oneself and the impact one has on others.
Northouse, Leadership 8e. SAGE Publications, 2019.
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10 Characteristics of a Servant Leader
(Spears, 2002) (2 of 3)
5. Persuasion–creates change through gentle, nonjudgmental argument.
6. Conceptualization–the ability to be a visionary for an organization.
7. Foresight–the ability to predict what is coming based on what is occurring in the present and what has happened in the past.
Northouse, Leadership 8e. SAGE Publications, 2019.
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10 Characteristics of a Servant Leader
(Spears, 2002) (3 of 3)
8. Stewardship–carefully managing the people and organization one has been given to lead. Holding the organization in trust for the greater good of society.
9. Commitment to the Growth of People–treating each follower as a unique person with intrinsic value beyond what he/she contributes to the organization.
10. Building Community–allowing followers to identify with something greater than themselves that they value.
Northouse, Leadership 8e. SAGE Publications, 2019.
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Building a Theory about Servant Leadership
(1 of 3)
Greenleafs leadership approach–loosely defined characteristics and normative principles
Servant leadership adopted as guiding philosophy in many organizations
Recent models of SL developed using multiple variables
Russell and Stone (2002)
Patterson (2003)
Coetzer et al. (2017)
Northouse, Leadership 8e. SAGE Publications, 2019.
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Building a Theory About Servant Leadership (2 of 3)
Northouse, Leadership 8e. SAGE Publications, 2019.
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Table 10.1: Key Characteristics of Servant Leadership
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Building a Theory About Servant Leadership
(3 of 3)
Northouse, Leadership 8e. SAGE Publications, 2019.
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Figure 10.1: Model of Servant Leadership
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Model of Servant Leadership
(Liden et al., 2008) (1 of 5)
Antecedent Conditions (3)
Context and culture
Organizational context
Dimensions of culture (e.g., power distance)
Leader attributes
Traits interact with ability to engage in servant leadership (moral development, emotional intelligence, agreeableness, humility)
Follower receptivity
Some subordinates do not want to work with servant leaders
When matched with followers who desire it, servant leadership has a positive impact on performance and organizational citizenship behavior
Northouse, Leadership 8e. SAGE Publications, 2019.
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Model of Servant Leadership
(Liden et al., 2008) (2 of 5)
Servant Leader Behaviors (7)
Conceptualizing
Thorough understanding of the organization
For example, senior nursing supervisor in emergency room
Emotional healing
Recognizing others problems and taking the time to address them
For example, Hospice priest on Chicagos south side
Putting followers first
For example, widely published health education professor
Northouse, Leadership 8e. SAGE Publications, 2019.
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Model of Servant Leadership
(Liden et al., 2008) (3 of 5)
Helping followers grow and succeed
Knowing followers professional or personal goals
For example, high school music teacher
Behaving ethically
Doing the right thing in the right way
For example, CEO and leaked document from rival company
Empowering
Allowing followers the freedom to be independent, make decisions on their own, and be self-sufficient
For example, college professor with TAs
Northouse, Leadership 8e. SAGE Publications, 2019.
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Model of Servant Leadership
(Liden et al., 2008) (4 of 5)
Creating value for the community
Intentionally giving back to the community
Encouraging followers to volunteer for community service
For example, principal of alternative high school
Northouse, Leadership 8e. SAGE Publications, 2019.
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Model of Servant Leadership
(Liden et al., 2008) (5 of 5)
Outcomes (3)
Follower performance and growth
Recognizing followers contributions and helping them realize their human potential
Favorable impact on subordinate in-role performance (identification with organization, adaptability, proactivity, service climate, reduced turnover, organizational citizenship)
Followers themselves may become servant leaders
Organizational performance
Positive relationship between servant leadership and OCB
Team effectiveness enhanced by increasing members shared confidence that they could be effective
Societal impact
For example, Mother Teresa and Sisters of Charity
For example, Southwest Airlines
Northouse, Leadership 8e. SAGE Publications, 2019.
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How Does SL Work?
SL is different from many other leadership theories.
It is concerned with putting followers first and the outcomes that are likely to emerge.
SL works best when leaders are altruistic and have a strong motivation to help others.
It is important for followers to be receptive to this style of leadership.
SL results in community and societal change.
Northouse, Leadership 8e. SAGE Publications, 2019.
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Strengths
Makes altruism the central component of the leadership process.
Provides a counterintuitive approach to the use of influence. Leaders should share control.
SL is not a panacea. It may not be effective when subordinates are not open to being guided, supported, and empowered.
Research has resulted in a sound measure of SL–the SLQ.
Northouse, Leadership 8e. SAGE Publications, 2019.
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Criticisms
Because the name appears contradictory, SL may be seen as whimsical, or not really leadership.
Researchers are unable to reach consensus on a common definition or theoretical framework for SL.
The prescriptive overtone suggests that good leaders put others first, which conflicts with other principles of leadership such as directing, concern for production, and so on. It can also sound moralistic, which may deter some researchers.
Conceptualizing is not unique to servant leaders. It is unclear why it is included in this model.
Northouse, Leadership 8e. SAGE Publications, 2019.
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Application
SL can be applied at all levels of management and in all types of organizations.
SL has been used extensively in a variety of organizations for more than 30 years.
Organizations should be careful to select employees who (a) are interested in building long-term relationships with followers and (b) have strong ethics.
SL is taught at many colleges and universities and is used by numerous independent coaches, trainers, and consultants.
Northouse, Leadership 8e. SAGE Publications, 2019.
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