AUTHENTIC LEADERSHIP
Authentic leadership is an emerging theoretical model purported to focus on the root component of effective leadership (Wong C., 2009). Being an authentic leader is a cornerstone of building a spiritually intelligent workplace. To be authentic is to be real, to be genuine. If we consider that the opposite of authentic is phony or fake, then most people would vote for authenticity. It's like a counterfeit coin, which doesn't buy us anything once it is discovered, whereas an authentic coin is highly valuable. Personal authenticity breeds trust, commitment and loyalty in a work group. Teams that practice authenticity are stronger, more productive and experience less interpersonal friction than those that are - well, inauthentic (Robertson, K., n.d.).
The notion of authenticity (“know thyself”) has Greek roots, encapsulated by Shakespeare in Hamlet's: “To thine own self be true” (Avolio et al., 2004, p. 801). For authentic leaders to share transparently and act with integrity requires self-awareness (Hughes, 2005). Authentic leadership originated with the work of Kernis (2003), who conceptualized authenticity as important to delineating optimal self-esteem. He described four underlying elements for the authenticity construct:
1. Self-awareness of one's strengths and weaknesses, emotions, and values.
2. Unbiased processing of self relevant information or an objective acceptance of one's attributes.
3. Authentic behavior or “acting in accord with one's true self” (p. 13).
4. Relational authenticity: striving for and attaining openness and honesty in close relationships.
Kernis referenced Carl Rogers (1961) concept of self-actualizing individuals who are tolerant of ambiguity, open to experience, adaptable, and flexible. This definition of authenticity was reinterpreted into four components for authentic leadership on a continuum from more to less authentic rather than and either/or condition (Gardner et al., 2005).
In 2005, the American Association of Critical-Care Nurses released a landmark publication specifying 6 standards (skilled communication, true collaboration, effective decision making, appropriate staffing, meaningful recognition, and authentic leadership) necessary to establish and sustain healthy work environments in healthcare. Authentic leadership was described as the "glue" needed to hold together a healthy work environment. Now, the roles and relationships of authentic leaders in the healthy work environment are clarified as follows: An expanded definition of authentic leadership and its attributes (eg, genuineness, trustworthiness, reliability, compassion, and believability) is presented. Mechanisms by which authentic leaders can create healthy work environments for practice (eg, engaging employees in the work environment to promote positive behaviors) are described. A practical guide on how to become an authentic leader is advanced. A research agenda to advance the study of authentic leadership in nursing practice through collaboration between nursing and business is proposed (Shirey, M., 2006).
In Asia, Reardon (1995) classified leadership styles into four types: Commanding, Logical, Inspirational and Supportive. Leaders with a commanding style tend to ‘take charge and make rapid changes’. Logical are more analytical; carefully formulate plans for incremental changes. Inspirational are creative people who empower others by inviting them to share in their visions. They introduce radical ideas and persuade others by creating trust. Supportive leaders want to please other people. They facilitate work, encourage openness and seek staff consensus in decision-making.
Filipino leadership style doesn't differ from other nationality, since much of what we know of leadership has come from Western and Japanese sources with a smattering of European sources. American and Japanese models of leadership constitute Filipino ideas of what is good leadership. Hence, being a leader has the ability to affect human behaviour so as to accomplish a mission designated by the leader itself. Being effective should encompass a characteristic of an authentic leader since effective leadership reflects on the outcome of the workforce that has been influenced by the attitudes and traits of the leader who directed it.
GUIDE QUESTIONS:
1. Is it enough to become an authentic leader to become effective in terms leadership?
2. What do you think is the possible weakness of being an authentic leader?
3. As a future nurse leader, seeing health care system and health care workforce scenario in the Philippines, is authentic leadership model useful in hospital setting?
REFERENCES:
Robertson, K. (n.d.). Seven Characteristic of an Authentic Leader. Retrieved on October 2010, from
http://ezinearticles.com/?Seven-Characteristics-of-an-Authentic-Leader&id=1841038Shirey, M. (2006). Authentic Leaders Creating Healthy Work Environments for Nursing Practice. Retrieved on October 2010, from
http://ajcc.aacnjournals.org/cgi/content/abstract/15/3/256Wong C. (2009). Authentic leadership: a new theory for or back to basics?. Retrieved on October 2010, from
http://www.emeraldinsight.com/journals.htm?articleid=1811787&show=abstractZhang, W., Tsui, C., Jegede, O., Ng, F. & Kowk, L. (2000). A Comparison of Distance Education in Selected Asian Open Universities. Retrieved on October 2010, from
http://www.ouhk.edu.hk/cridal/gdenet/Management/Governance/EAM11A.html