Authentic leadership mainly focuses on the feeling of individual behaviors and the leaders self-regulate to achieve their desired results. George bill (2013) relates authentic leaders to self-awareness that creates positive characteristics on such leaders. Authentic leadership is beyond business accomplishments, civic interests, and administrative obstacles through integrity and honesty. The reports set to analyze different perspectives that characterize this type of leadership as a contribution of one or more individuals.

Introduction to Authentic Leadership and Authentic Management

Authentic management/leadership gained impetus due to the increasing happenings of business disgrace, administration misconduct and communal challenges fronting companies. The downfall of WorldCom and Enron, which was more linked with dishonest management, are the main architects of authentic leadership (George, 2003). People lost sureness in business management after this experience. The demand for more accountable and transparent leadership by the people intensified. Authentic leadership is beyond business accomplishments, civic interests, and administrative obstacles through integrity and honesty.

This kind of leadership requires one to remain true, accepting and knowing yourself. Authenticity entails that a leader should have self-awareness values, morals and beliefs and similarly to this characteristic they should be able to act transparently in their line of duties. This leadership involves the ability to voice a leader’s point of view and principles and conduct yourself in correspondence with the principles (George, 2003).

The aim of this report is to provide a thorough reflection on understanding authentic leadership. The reports set to analyze different perspectives that characterize authentic leadership as a contribution of an individual or a network of individuals. This is through analysis of various models provided through a literature review of previously published relevant work on authentic leadership. The report will discuss the application of various models and their limitation in the concept of authentic leadership as well as highlight their applicability on several incidents that will be reviewed in the report.

Self-awareness

Self-awareness is one of the components that characterize authentic leaders. It requires being conscious of your own characteristics, principles, and values as well as being trustworthy. Self- consciousness also includes having the capability, to accept and understand the controverting characteristics of someone’s character. It also involves being conscious of the parts that such illogicalities have in one’s conduct. It also includes an understanding of one’s persona and feelings without being uncomfortable of somebody’s weaknesses or strengths. Emotional intelligence is among the key factors that characterize the self-awareness components. (Manning, 2009).

Gaining a complete awareness of yourself is not time bound. It can take a lifetime and it can take a short while. Gaining self-awareness is highly influenced by the honest feedback one gets from others. This is to inform of criticisms, compliments directed to you by the people you interact with or the people you relate with like fellow colleagues at work and your subordinate staff. Self-awareness then develops from learning from this criticisms and identifying the king of the leader you wish to become. Self-awareness has a significant contribution to the success of an authentic leader (George, 2010).

The second way to gain self-awareness is to recognize and identify your own unique talents, strength and values while growing up which is seen as one of the ways in the direction towards knowing one’s self (Kernis, 2003). Self-cognition starts when a person becomes conscious of their survival within the setting they are working/living. In this assumption, I have learned why there are differences that exist amongst all persons. We all have basic exceptional talents, beliefs and values that can only be relevant in the setting they function to yield authenticity, an aspect I encouraged most of the people I interact with.

Some of the values which have been useful to me toward authenticity are respect, honesty, success, self-confidence, quality and willpower in one`s self. I have had opportunities to head some youth groups in the town and in school group discussions and clubs. Self-consciousness is a good way of a person to get to understand him/herself better because it is a continuous process. Having have served as a leader at different levels, I believe that I have become mindful of my strengths at a personal level adding to my authentic values.  These leaders have the distinctive ability to develop sense from the community and working environment and employ it in understanding and guiding themselves. Authentic leaders have the ability to realize their strengths and weaknesses, which make them, have more self-understanding than others (Kernis, 2003).

In my self-awareness journey, I have proved that I have the ability to impact on people’s conducts through my strengths. Transparency and self-confidence have been key factors in influencing me to manage and influence people. I have demonstrated outstanding time management abilities that assisted me to gather a lot of influence and in leadership (Kernis, 2003).

Emotional intelligence

Emotional intelligence refers to the degree of mastery in the emotional world of a leader.  Authentic leaders require a high sense of emotional intelligence to enable maintain compassion, empathy and intuition. Emotional intelligence defines the degree of relationship between a leaders feeling, thinking, acting and the capacity to manage to manage and control his/her emotional states. Emotional intelligence entails several skills that include self-awareness. This guides the leader’s ability to read and recognize one’s emotions for guided decisions. The other is self-management, which focuses on managing one’s emotions and preventing them to erupt in the way most likely to cause trouble. The next skill in emotional intelligence is being mindful of others by understanding their reactions to emotions in a social environment.

Values and principles of authentic leaders

Authentic leaders have high humility and self-confidence. They include the characteristics of being curries, transparent and vulnerable. To achieve the success they desire, a series of principles guide authentic leaders and they are obliged to follow to these principles. These principles are not rules but a series of guidance that enables authentic leaders to adjust in the ecosystem when opportunities emerge with priority and value. These principles and values are illustrated below.

Authentic Conduct

This facet is closely linked to a leader self-consciousness. The dominant understandings are that when self-awareness is not nurtured may fade. As stated by Walumba, et al. (2008). Conducts of authenticity imply behaving with a line with principles and morals. Leaders ought to be carefulness in their activities. Acting freely and continually airing one’s real self is differs from acting authentically. To be an authentic leader, it requires to learn how keep a strong equilibrium when expressing real self as well as having a clear knowledge of the background in which you are operating in authentic leaders should express supreme aptitude in understanding the significances of their conduct (Walumba, Avolio, Gardner, Wernsing, & Petersen, 2008).

Authentic conduct requests for placing of self- principles for leaders, which will guide them in applying restraint measures in their activities. The guideline will consist of putting new values, measuring any inconsistencies that are present concerning these principles and the definitely expected results, and lastly recognizing the suitable ways to tackle the distinguished inconsistencies. This denotes that self-rule is the rudimentary procedure by which true leaders affiliate themselves within their bases of working (Manning, 2009).

In this rule, I relate it to self-determinism concepts and impartial balanced regulation. Self-determinism concept opposes that authenticity in leadership is achieved through introducing a self- determined governing process instead of externally constructed regulatory procedure. In line with this concept, I recognized principled values and ethical standard, which I uphold as a authentic leader. Personally, promised that I cannot be swayed by peer pressure or to have low self-esteem issues and actions of tolerance that can weaken my honesty. Having a low self-esteem always emasculates personal confidence denoting that it may not be likely to sway peers. During such occurrences, friends normally use stresses that seem to be conflicting to one’s guidelines. Having tangible values was seen as essential in certifying that I continued to anchor to my standards even under intimidating plea from members of my team.

Additional concept based work was done by Chen, Kark, and Shamir (2003), claims that genuineness is attained in a balanced administration, unambiguousness and conducts that are aunthetic. Correspondingly, in all activities, I make sure that follow the 3 sets of genuineness abilities. By actions respect and honesty, it is likely to excel through prejudices, transparency, and certifying balanced conducts. Uprightness makes it likely to report positively what occurred and in what environments in a responsible and transparent way. Chen, Kark and Shamir (2003) claim that conduct guideline is efficiently attained when coordinated to the person in charge real self. It should be imaginable to tell how I stayed true to me on different occasions in jobs. This will certify that I am capable of upholding character integrity throughout. In my activity as a true leader, made me knowledgeable on the ability to reconcile discrepancies that ascended due to the vitality of self-ruling.

Interpersonal Transparency

Authentic management/leadership compels the leader to be proficient of displaying the true self to an external domain. Such actions extend to transparency in leadership. Through actions of unambiguousness, a leader has the ability nurture relational trust. In conveying interpersonal transparency, most leaders use individual revelation methodology where they make sure the essential report/knowledge is communicated, with them guaranteeing that they voice out their true emotions and opinions at the same time as protecting them off from unsuitable reactions (Ilies, Morgenson, & Nahrang, 2005).

Morgenson, Nahrang and Ilies (2005) say that leaders must develop a background of self-revelation and at the same time nurturing mutual familiarity to make a situation, whereby everyone is familiarized to all favorable as well as uncomplimentary actions towards one another. Kernis (2003), says that those associations that determine high values of honesty and straightforwardness are often fastened under the principles of authentic conduct. When leaders support authentic conduct, they frequently experience viewpoints of unrestricted trust in the midst of their supporters.

Let me mention that to respect, honesty, self-confidence, and teamwork is my key motivations towards genuineness. When we practice authenticity, self-confident and being humble to ourselves as leaders, we will be able to attract absolute trust from the people. With faith, free conversation and understanding is enabled in the association steering to cooperation and better accomplishment. I have realized the significance of subjecting myself under to scrutiny so that I can able to learn and identify areas where I feel it is necessary to improve.

In addition, I have accepted the actions of voicing my feelings in all circumstances that I believe are a method of making sure I am open in all circumstances. For instance, in my team gatherings, I decide that I will be contributing in all deliberations because I feel this is the best way of developing my abilities to be open to everyone in the discussion and as a way of influencing others. I learned that it is equally significant to air my thoughts in different circumstances. Kernis (2003) says that relational initiation includes fully nurturing of mutual morality and performing self-disclosure. This will make publics learn to comprehend an individual in a more positive manner. In my association with groups, I have learned that when one shares his/her thoughts, people also feel equally bound to do the same but in different positions in accordance with team’s undertaking.

The benefit of honesty and trust demonstrates in the aptitude to engage a conversation and understanding in a healthy and free mode. Authentic leaders hold an environment where knowledge and information are communicated in an honest manner. The understandings of other persons are very important in leadership progression will not be successful unless other persons are engaged in leadership. I have observed that the a lot successful soccer teams are usually lead by a captain who receives the viewpoints and observations of all players in the team (Avolio, 2004).

Impartial Self-Processing

Impartial administration describes the handling of relevant knowledge and at the same time combining views of confidential information, personal experiences and outwardly assessed material. In agreeing what Avolio (2004) stated, impartial self-dispensation is attached in the person’s aptitude to exercise individual honesty and resilient personality as activities that influence their actions, conclusions, and their own personal independence. This component of impartial processing encompasses being tolerant with one’s qualities, abilities, promising and unfavorable characteristics.

The way in which genuine leaders choose information making conditions for dispensation both interior understandings and exterior communications is included for the purpose of impartial dispensation. The individual concepts influence how performance-driven leaders validate their activities. The most important of this kind of leaders is that they focus on evaluating themselves to improve and making themselves better. Instead of focusing on individual growing, leaders who are performance driven focus more on personal authentication. Such people believe that intelligent attitude is a secure and constant component (Dweck, 2000).

Contrary to this, leaders who uphold the incremental concept have faith in the erraticism of intellectual aptitude. Such leaders are certain that intelligence can be enhanced. Correspondingly, the challenging actions and chances at the same time benefiting from them for personal development and intellectual enhancements. Dweck (2000) says that those who support the incremental concept approach their responsibilities and life involvements with a central aim of knowledge and cumulating their capability in task execution. Such persons also prove extraordinary on their levels of one’s control and personal guideline. They believe that in an alteration inability, and through willpower as well as hard work, achievement is realistic (2000).

To integrate my assessments, It is obvious that success fundamental to any corporation/team’s foremost values. Our group is geared toward attaining success. In my schooling years, I have continuously had faith in improvements regardless of the grades I managed to score. Being an average undergraduate who was gratified by scores that similar to most of my friends. My parents applauded that my results were worthy, but I believed that my prospects to achieve higher grade than what I attained were higher.

Through determinism acts, Gardner et al. (2005), examines impartial processing might be authentic. It is vital for genuine leaders to pursue self-   progressing opportunities and opportunities to acquire new abilities to able meet the necessities of impartial processing.

Motivations

Motivation in authentic leadership can be described as the measure of the ability of a leader to remain focused on goals while overcoming the given setbacks. Motivation distinguishes a leader whose is centered on hope for successful and one who is centered on the fear of failure in his/ her operations. It forms part of authentic leaders through appreciating and helping the works of others and making a difference in the world.  Motivation should not dominate the passion of leader as it may reduce the productivity when it is not available (George, 2010).

As a leader, I understand the of motivation in encouraging others to be more successful. During my time I headed the local sports club, I ensured that I motivated my fellow players with examples and excitements. Rather than explain how a certain technique was effective, I set to do with them and motivate them to perform even better. Authentic leaders influence their followers through motivation positively (Penger & Cerne, 2014).

Motivation is applied several times by employers to improve the job satisfaction for their employees. This is an application of authentic leadership in the work environment to achieve the desired outcome. In my working career, I have on several occasions witnessed motivations strategies by our employer, which have positive output on the perception of our work.

 According to George (2010) , he notes the importance of balancing intrinsic motivation with the external motivation to realize success.

Building support team   

Building your support team is essential in helping you remain focused on your goals. A team provides the necessary support that in necessary for moving forward in authentic leadership. The support team can include friends, spouses, colleges or close people who contribute largely to your success. I have utilized the idea of team building in my networking job to support my teams and e supported to move forward. However, associating support cannot be realized when selfish desires are placed first (George, 2010).

A well support team has a significant impact in an authentic leader in achieving his/ her dreams. I meet with my networking team where we share ideas that help keep us moving forward. The advantage of building my support team is that they stand with me during the difficult times when the sales are low and offer solutions where improvement is necessary. I realized that what I have achieved as a leader through my support team in a short would have taken me ages to achieve. They provide me with the opportunity to learn new thinks and utilize the experience in moving forward. George (2003) advises the need to build a support when there is time rather than when there is urgency.  This will enable one to prepare well in advance and identify members who are driven by selfishness early enough to make the necessary changes.

Without a strong support team, it would be unimaginable to estimate how I could pull myself out of difficult situations. As a leader, it will be unhealthy and unwise for me to have no one to keep my character in check as it is directly related to my success. The leaders who lack a strong support team eventually fall out of self-deception. Support teams are very crucial in the performance of the company and a strong leadership. Team leaders are key in stimulating performance environments that encourage innovation and creativity (Wang et al, 2014).

A team is responsible for encouraging a positive environment where one can develop creativity and innovation. The supportive environment that is built on honesty and transparency forms internal characteristics that the authentic leaders can also use to stimulate their employees to increase productivity.( Wang et al , 2014)

Conclusions

In conclusion, several factors characterize the behaviors of authentic leaders many of which are self-regulated. They believe in themselves and seek to build trust and genuine connections with others. This trust is very crucial in building these connections as they are more characterized by their willingness to serve others more than for their own selfish gains. From my own experiences, authentic leadership has shaped my goals and objectives from its five characteristics. First, it has enabled me to possess the insight as a vision broadening my wisdom in the way I see things in a broader perspective. I understand more principles that apply, as guidance for the course of action should any case arise requiring my attention.

Through authentic leadership, I have demonstrated great initiative to lead other by example. This has been very significant in overcoming the fears that arise from leading others especially with the support team I created. Authentic leaders have massive influence due to their ability to gather people to action. They have an impact on the world through their integrity and leave a standing legacy. 

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Recommendations

My recommendation is that everyone should work to strive to be an authentic leader and take the challenge of transforming leadership. The leadership crisis visible today in the world can be solved if our leaders embrace authentic leadership style. This will create a positive change where people work together to serve others and put aside their selfish ambitions that characterize bad leadership.

References

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Dweck, C. (2000). Self-theories: Their Role in Motivation, Personality, and Development. Philadelphia: Psychology Press.

Gardner, W., Avolio, B., Luthans, F., May, D., & Walumbwa, F. (2005). Can you see the Real me? A self-based model of authentic leader and follower development. The Leadership Quarterly, 16, 343-372.

George, B. (2010). True north: Discover your authentic leadership (Vol. 143). John Wiley & Sons.

George, W. (2003). Authentic Leadership. Rediscovering the Secrets to Creating Lasting Value. New Jersey: jossey-Bass.

Ilies, R., Morgenson, F., & Nahrang, J. (2005). Authentic Leadership and Eudemonic Well-being: Understanding leader-follower outcomes. The Leadership Quarterly, 16, 373-394.

Kark, R., Shamir, B., & Chen, G. (2003). The Two Faces of Transformational Leadership: Empowerment and dependency. Journal of Applied Psychology, 88, 246– 255.

Kernis, H. (2003). Toward a Conceptualization of Optimal Self-esteem. Psychological Inquiry, 14, 1-26.

Kotzé, M., & Nel, P. (2015). The influence of trait emotional intelligence on authentic leadership. SA Journal of Human Resource Management, 13(1), 9-pages.

Manning, D. (2009). Auto/ethnography:. A Journey of Self Indulgence, 113. Retrieved April 15, 2016, from http://www.aare.edu.au/07pap/ man07419.pdf

Penger, S., & Černe, M. (2014). Authentic leadership, employees’ job satisfaction, and work engagement: A hierarchical linear modeling approach.Economic Research-Ekonomska Istraživanja, 27(1), 508-526.

Walumba, O., Avolio, B., Gardner, W., Wernsing, T., & Petersen, S. (2008). Authentic Leadership: Development and Validation of a Theory-Based Measure. Journal of Management, 34(1), 89-126.

Wang, H., Sui, Y., Luthans, F., Wang, D., & Wu, Y. (2014). Impact of authentic leadership on performance: Role of followers’ positive psychological capital and relational processes. Journal of Organizational Behavior, 35(1), 5-21.