Introduction to Authentic Leadership

The study of leadership as a subject started as early as the mid-nineteenth century. Systematic research on the topic, however, started in the 1930s. Since then, we have had various theories of leadership, attempting to explain the process of leadership, and suggesting different styles of leadership. More recent research has focused on different concepts (rather than styles) of leadership. “Authentic Leadership” is one such concept of leadership.

In recent times, upheavals in society have energised a tremendous demand for authentic leadership. Terrorist attacks, corporate and banking scandals, “fake news” and fears of business influence on politics have all created anxiety and uncertainty. People feel apprehensive and insecure about what is going on around them, and as a result, they long for bona fide leadership they can trust and for leaders who are honest and good. The growing public demand for trustworthy leadership makes the study of the emerging concept of authentic leadership more timely than ever.

WEEK1

Module 1: Authentic Leadership: Concept and Perspectives

1.1 What is authentic leadership?

1.2 Intrapersonal perspective

1.3 Interpersonal perspective

1.4 Developmental perspective

WEEK 2

Module 2: Traits of Authentic Leaders

2.1 Sense of purpose

2.2 Values

2.3 Relationship

2.4 Discipline

2.5 Compassion

WEEK 3

Module 3: What makes one an Authentic Leader

Key Factors

3.1 Self-awareness

3.2 Internalised moral- ‘To do things right the first time’

3.3 Balanced processing

3.4 Relational transparency

Other Factors

3.5 Ethical reasoning

3.6 Critical life events- Drawing adaptive experience

3.7 Positive psychological capacities

Module 4: Effects and advantages of authentic leadership

4.1 Trustworthy leadership

4.2 Employee engagement

4.3 Moral dimension for authentic assessment

WEEK 4

Module 5: How to be an Authentic Leader

5.1 Know yourself

5.2 Learn to connect

5.3 Follow transparency as core value

5.4 Real achievement by Integrity

5.5 Be selective in disclosing information

5.6 Play to your strengths

5.7 Get feedback

Module 6: Limitations of the approach

6.1 More theoretical than empirical

6.2 Moral component more subjective than objective

6.3 Correlation with organisational outcomes not scientific