Authentic Leadership
I always believed that friends and family…even mentors and teachers can shape who we become, and as such, the type of leader we can make. This “beginning” lays the foundation for our ability to have senses of self-knowledge, self-regulation, self-concept, have positive relations with others. More than this, such relationships continue to motivate and mold us as we mature. In one situation or environment, we may blend into the crowd, yet in other situations or environments, we may thrive and grow into a powerful, effective leader. Perhaps, even some type of event triggers this in us. Such notions are the essence of authentic leadership theory of leadership.
What made me think about the authentic leadership approach to leadership was the notion that it is a teachable, correctable method of leadership; it is something that can, as (Northouse, 2013) tells us in the course text, “be nurtured in a leader, rather than a fixed trait,” (p. 154). Also, if focusing on Robert Terry’s approach to authentic leadership, has a rather simplistic, notion that there are two main questions to consider when a leader is needed for a particular situation: “what is really, really going on and what are we going to do about it?” (Northouse, 2013, p. 255).
This isn’t to suggest that Terry’s approach to authentic leadership is simplistic, but rather that it begins simplistically and follows a progression toward complexity. There are six main components in Terry’s “Authentic Action Wheel” which are meaning, mission, power, structure, resources, and existence, (Northouse, 2013). These six elements lead toward the fulfillment of authentic leadership.
To get to the root of the leadership conundrum, an assessment of the issue in question is undertaken by determining where on the action wheel the main issues are located. For example, if policies and procedures are hindering the advancement of ideas or effective actions at the organization, it would fall in the Structure section of the action wheel dealing primarily with systems, policies, and procedures. Using this wheel will allow a categorization of various problems as viewed by employees.
Once the issues are ascertained, a means of solving the issues needs to be determined. Using the wheel, leaders can better formulate a response based on information that originated from within the organization. In the example cited above, leaders could focus on policies and procedures that are less rigid and promote rapid idea sharing so that the company can grow and employees feel their voice is understood, appreciated and respected.
This really only scratches the surface of authentic leadership, but I can see the simplicity being a boon, especially from a management consulting company’s perspective. Often, it is the simplest tools that reap the best results.
References
Northouse, P. G. (2013). Leadership: Theory and practice (6th ed.). Thousand Oaks: SAGE.
Barbie Vickhouse says
I just read an article today while doing some research for another class that said the “biggest problem all leaders face is problem solving itself.” This is basically saying “what is going on and what are we going to do about it?” Leadership has a lot to do with how someone decides to handle each problem and whether or not they are effective in doing so.
I like your statement regarding simplicity. My father has told me for as long as I can remember that the simplest solution is often the correct one. I believe that there are many times where leaders (especially ones lacking confidence) will overcomplicate their solutions for many number of reasons- lack of intelligence regarding the situation, not listening to followers, needing to feel in control/ power, etc. But it seems like these are all things that can be overcome with the right motivation by the right person.
Myatt, M. (2013, October 31). The #1 Problem Every Leader Has But Isn’t Aware Of. Retrieved April 20, 2015, from http://www.forbes.com/sites/mikemyatt/2013/10/31/the-1-problem-every-leader-has-but-isnt-aware-of/
Joseph F. Sokolofski says
I agree that our environment, upbringing and life experiences dictate whether or not we will aspire to leadership positions and if we do, what type of leader we will be. The text illustrates infinite studies and theories but as you stated it comes down to “what is going on and what are we going to do about it”.
Leaders are not made because they read about it. Skills may be honed and lessons learned but true instinct comes from within.