GenXmanager: Leadership for the Generation X Manager

I am studying for my Ph.D. comprehensive final exam and am reviewing leadership theory. So, in an effort to inject this blog with good content AND help me with comps, I’m going to spend the next several blog posts describing various leadership theories, styles, and approaches. Consider this installment #1.

Authentic Leadership

Authentic leadership is an emerging leadership theory. Practitioners such as Bill George, former CEO of Medtronics and author of the book Authentic Leadership, began writing about the topic in 2003. The first empirical research in this field also began in 2003. The 9/11 terrorist attacks, widespread corporate corruption and a sagging economy increased interest in this new leadership theory. Though eight years have passed since 9/11, and though much has changed, much is still the same. A strong and deep recession has taken hold of the economy, a massive failure of the banking system, a collapse of the housing market, widespread unethical and ineffective leadership (Bernard Madoff, etc.), and stakeholder demand for organizations to be more socially responsible and environmentally friendly are all factors bringing authentic leadership to the forefront.

The events noted above yield insecurity, fear, and uncertainty. According to Northouse (2009), people long for a true leaders who they can trust and are genuinely moral and good. This yearning for trustworthy leaders, according to Northouse, makes the study of authentic leadership timely and worthwhile.

“Authentic leaders are deeply aware of their values and beliefs, they are self-confident, genuine, reliable and trustworthy, and they focus on building followers’ strengths, broadening their thinking and creating a positive and engaging organizational context (Avolio & Gardner, 2005 ; Gardner, Avolio, Luthans, May, & Walumbwa, 2005).” These leaders are originals, not copies of other leaders (Shamir & Eilam 2005). They have a strong sense of purpose, direction, and are guided by “true north” principles (George 2003). George also states that we need leaders today who lead with purpose, values, and integrity. We need leaders who build enduring organizations and create long-term value. Based on the writings of George (2003), May et al (2003), Avolio & Gardner (2005) and others, it appears that authentic leaders have a long-term strategic mindset and build sustainable organizations. They are not concerned with the short-term ups and downs of Wall Street.

In an online version of Business Week, George argues that short-term thinking focused on leader and organizational self-interest caused the banking and mortgage mess we see today. His prescription is authentic leadership because authentic leaders focus on long-term value creation for all stakeholders. He is pretty blunt when he says, “Once again, ego-driven operators hungry for glory and power have taken the U.S. to the brink while a few true leaders built sound futures (George 2008).”

Though definitions are wide and varied, the most commonly used definition is from Walumbwa et al (2008) who define authentic leadership as leadership “behavior 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.”

I’m realizing that this post is getting rather lengthy. So, I’m going to stop here and continue this tomorrow. I hope that this initial post about authentic leadership helps you understand the basic concept of authentic leadership and why it is of interest today.

Read Authentic Leadership: A Primer (Part II)