The Leadership and the Authentic Leadership
Discussion paper on Carol Wong's proposed Theory
"Leadership is the courage to call
forth authentic action in the commons."
~Bob Terry
Nursing possesses a rich history characterized by compassion, dedication and service. As society's culture continues to experience change, the profession of nursing is undergoing continuous evolution (Wilkes, R., et al, 2005). An example of evolution that we have today is the mounting complexity of patient care and resultant changes in our health care delivery system or organization that has provided nurses a wider range of functionality. One of the functionality of a nurse is to be a leader in an organization. Carol Wong’s Authentic Leadership: A new theory for Nursing or back to basics, gave a comprehensive analysis on the roles of nurses as an authentic leader. Nurses as leaders play a vital role in the sustenance of a healthy working environment, the question is how can we develop authenticity in our leadership which can in turn result into a healthy working milieu? What is the difference of leadership to an authentic leadership?
The first and paramount responsibility of anyone who aims to lead is to lead self, one’s own integrity, character, ethics, knowledge, wisdom, temperament, words, and acts. It is a complex, never-ending, incredibly difficult, over-looked task. Leading of self is something at which we spend little time and rarely excel precisely because it is so much more difficult than prescribing and controlling the behavior of others. (Hock, D., 1999). Without management of self, no one is fit for authority, no matter how much they acquire knowledge on how to be a successful leader. We all possess the capacity for leadership, but only those who cultivate it will ever become truly effective leaders. Leadership is the art of motivating a group of people to act towards achieving a common goal (Northouse, 2007, p3).
Moreover, Authentic leadership is defined as “being yourself; being the person you were created to be” rather than “developing the image or persona of a leader” (George, B., 2003). Although the concept of authenticity is defined as the quality of being true to oneself, not necessarily to others, the notion of authentic leadership shifts attention to the leader’s relationships with others (Avolio and Gardner, 2005). Thus, in developing authentic leadership, we must include both the understanding of the leader and follower to build a union that positively aims nourishing atmosphere. Furthermore, Luthans and Avolio (2003) have defined authentic leadership as “a process that draws from both positive psychological capacities and a highly developed organisational context, which results in both greater self awareness and self-regulated positive behaviours on the part of leaders and associates, fostering positive self development”. Development of authenticity in leadership doesn’t happen overnight. Authentic leadership is character driven and does not recognize leadership styles or a fixed set of characteristics that leaders are supposed to emulate. Nayab, N. (2010) stated that authentic leadership theory holds that each leader has their own unique style developed through study, experience, consultation and introspection, and consistent with their character and personality. Furthermore, Goffee and Jones (2005) made an emphasis that a leader cannot define herself as an authentic leader. Only the people who experience the leader can ascribe authenticity to the leader. Authenticity is only perceived by others. Authentic leadership makes a difference in organizations by helping people to find meaning at work, build optimism and commitment among followers, encourage transparent relationships that build trust, and promote inclusive and positive ethical climates (Avolio and Gardner, 2005). Meaning if both the leader and follower understand, recognize and appreciate one another, a healthy working environment will result as its basic assumption.
Therefore, there is leadership, and then there is authentic leadership. If one is not willing to engage from the heart, to passionately work to create a greater milieu of a healthy working people and to just push yourself to the ultimate limit of a vision to happen, you might be a leader, but you will not be perceived as an authentic leader. Kerfoot, K. (2006) once said that Authentic leaders love, challenge people to do what they didn't believe was possible, and generate the energy to make the impossible possible by their passion for their people, their patients, and for doing the right thing.
Guide Questions:
1. How do you perceive yourself after reading the article? Are you a leader or are you an authentic leader?
2. How can you develop authenticity in your leadership, may it be in a health care setting or school setting that can in turn result into a healthy working milieu?
3. How do you think followers assess the authenticity of their workplace’s leaders?
References:Avolio, B.J., & Gardner, W.L., (2005) Authentic leadership development: Getting to the root ofpositive forms of leadership. The Leadership Quarterly, 16, 315-338
George, Bill & Bennis, Warren. (2008) Authentic Leadership. Rediscovering the Secrets to Creating Lasting Value.
George, B. (2003). Authentic leadership: Rediscovering the secrets to creating lasting value. San Francisco: Jossey-Bass.
Goffee, R., & Jones, G. (2005). Managing authenticity. Harvard Business Review, 83(12), 85-94.
Hock, D. (1999). Birth of the Chaortic Age: Leader-Follower. Berrett-Koehler Publishers, Inc., San Francisco.
Kerfoot, K. (2006). Authentic Leadership. Kerfoot & Associates, Indianapolis, IN, USA. Medsurg Nurs.15(5):319-20.
Nayab, N. (2010). Servant Leadership vs. Authentic Leadership: What are the Differences?
Northouse, G. (2007). Leadership theory and practice. (3rd ed.) Thousand Oak, London, New Delhe, Sage Publications, Inc.
Sexton, T. (April, 2007). Review of Reseach Literature on Authentic Leadership. Retrieved from,
http://www.creative-edge-consulting.com/research/research%20literature%20authentic%20leadership.pdfWilkes, R., et al. (2005). Nursing's Future: Challenges and Opportunities Health publications, Alabama Nurse.