Leadership: Authentic Leadership Style

Authentic Leadership Style The concept of authenticity has its roots in Greek philosophy (“To thine own self be true”). Researchers (Harter, 2002; Erickson, 1995) have provided excellent reviews of the origins and history of authenticity within the fields of philosophy and psychology. The term authenticity as used here refers to “owning one’s personal experiences, be they thoughts, emotions, needs, wants, preferences, or beliefs, processes captured by the injunction to know oneself and further implies that one acts in accord with the true self, expressing oneself in ways that are consistent with inner thoughts and feelings” (Harter, 2002). Martin (1986) perceives authenticity as avoidance of self-deception While leadership style

A prominent theory of authentic leadership views it as composed of four distinct components.

Figure 2.3 Authentic Leadership Theory

1. Self-Awareness (“Know Thyself”). A prerequisite for being an authentic leader knows your own strengths, limitations, and values. Knowing what you stand for and what you value is critical. Moreover, self-awareness is needed in order to develop the other components of authentic leadership.

2. Relational Transparency (“Be Genuine”). This involves being honest and straightforward in dealing with others. An authentic leader does not play games or have a hidden agenda. You know where you stand with an authentic leader.

3. Balanced Processing (“Be Fair-Minded”). An effective authentic leader solicits opposing viewpoints and considers all options before choosing a course of action. There is no impulsive action or “hidden agendas”–plans are well thought out and openly discussed.

4. Internalized Moral Perspective (“Do the Right Thing”). An authentic leader has an ethical core. She or he knows the right thing to do and is driven by a concern for ethics and