Critics attribute manipulative, deceptive and other such devious behaviors to transformational leaders, authentic or pseudotransformational`leadership. Martin and Sims (1956) and Bailey (1988) hold that to succeed, all leaders must be manipulative. But, in fact, it is pseudotransformational leaders who are deceptive and manipulative. Authentic transformational leaders may have to be manipulative at times for what they judge to be the common good. According to Burns (1978), only if the
underlying values were morally uplifting, could the leader be considered Authentic.
As one of our group mates shared, there is leadership, and then there is authentic leadership. If you are not willing to engage from your heart, to passionately work to create a greater quality of work life for front-line staff every day, and to push yourself to the ultimate limit to make that happen, you might be a leader, but you will not be perceived as an authentic leader. 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. Therefore an authentic leader is an agent of change and with the ability to sustain change to form a consistent environment that able to support the change. This can be achieved through focusing one’s management on the needs of his/her followers more than her own personal views of the problem that surround the institution he/she belong.
The theory of authentic leadership can be widely use in nursing management. Authenticity has been described as a relationship between leader and follower, (Canada Newswire, 2011) We agreed that it can also be applied to nurse and patient relationship, nurse as the leader and patient as the follower. The nurse as the leader should be authentic to be transparent in her decision towards managing all kinds of patients. Self awareness of nurses can build patient's confidence and develop trust to their nurses thus, promoting cooperation in the course of care.
1. Is it possible that one can be very self aware but cannot acted it out?
2. How does the leading capability of a nurse manager or a leader be affected if he/she is already true to his/herself but not acting it out?
3. How can authentic leadership propel nursing as a profession?
4. How can nurses find meaning in their work and produce better patient outcomes through authentic leadership?
Last edited by gia_anupol on Mon 18 Jul 2011, 7:26 pm; edited 1 time in total