A640.6.4.RB - Authentic Leadership

Authentic leadership is proposed as the core of effective leadership needed to build trust because of its clear focus on the positive role modeling of honesty, integrity, and high ethical standards in the development of leader-follower relationships (Wong & Cummings 2009).  Critics attribute authentic leadership to a way to manipulate and deceive followers. Martin and Sims (1956) and Bailey (1988) wrote that all leaders must be manipulative to succeed. Using the elements of thought, walk through the two statements above and compare and contrast the assumptions and implications of two such differing schools of thought.

There is an element of truth regarding both statements above. To get another person to do the things you want them to do, could be considered manipulative depending on how you look at it. In an employer/employee relationship, I don’t necessarily consider leading your employees, or having them do the things you need them to do is necessarily manipulation. It is a free trade agreement based on a pre-arranged, and pre-agreed upon conditions. To entice your workers with false claims of promotions or incentives could be manipulative if these claims are untrue. However, discussing the term “leadership” and the many meanings that one could take from that word, one constant can always be taken away and that is the differences between managing and leading.

A few things stood out to me in reading about authentic leadership.  Rowe and Guerrero (2012) referred to the idea that self-aware leaders understand their strengths and weaknesses, are tuned in to how their behavior affects others, and know who they are and what they stand for (p. 297).  In general, as in business, people with high self-awareness are more apt to act according to their own values and beliefs they are rarely swayed by others.  They are strong and confident in their situations and truly care about those around them; this is what makes them great leaders. They are invested in their followers, and “will resist external pressures that are contrary to their moral standards” (Rowe and Guerrero, 2012, p. 297)

According to Yukl (2013), authentic leaders are less defensive and more open to learning from feedback and mistakes.  This may appear to some as a weakness in a leader, but I feel it is invaluable.  The idea that anyone, especially a leader, is without faults is unrealistic.  Leaders are human just like everyone else and they are going to make mistakes.  I would rather be following a leader who can accept their mistakes and learn from them than a person who believes they are flawless.  In fact, as a leader, I am most likely to surround myself with people who compliment my weaknesses, this way there is a person on my team who can fill a need that I am lacking.

Yukl, G. (2013). Leadership in organizations (8th ed.). Boston: Pearson