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Authentic Leadership

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진성리더십(Authentic Leadership) 1. 진성리더십의 개념 진성리더십의 개념은 진정성(authenticity)의 개념을 바탕으로 정의된다. 진정성(authenticity)은 한 개인이 자기 스스로를 알고, 자신 내면의 생각과 감정, 가치관 등에 일치되도록 행동하는 것을 의미하며, 자기인식(self-awareness)과 자기규제(self-regulation) 등 두 가지 요소로 이루어진다. 자기인식은 현재 자신의 진정한 자아를 인식하는 것으로 자신의 재능, 강점, 목표, 핵심 가치관, 믿음, 욕망 등을 지속적으로 이해하는 과정이며, 자기규제는 개인이 그들의 가치관과 목표를 자신의 행위와 일치시키는 과정이다. 진성리더십은 ‘리더와 조직구성원들의 긍정적 자기개발 촉진 측면에서 자기인식, 내재화된 도덕적 관점, 정보의 균형된 프로세스(처리) 및 관계적 투명성 등을 보다 발전시키기 위해 긍정적 심리 역량과 긍정적/도덕적 분위기를 만들어내고 증진하는 리더의 행동 양식’으로 정의된다. 진성리더란 ‘자신이 어떻게 행동하고 생각하는지 충분히 지각하며, 그들과 다른 사람들의 가치/도덕적 관점, 지식 및 강점을 알고 있는 다른 사람들에 의해 인식되는 사람들로서, 그들이 행동하는 맥락을 알고 있으며, 자신감 있고, 희망적이며, 낙관적이고, 복원력이 높으며, 높은 도덕적 특성을 지닌 리더’이다. 2. 진성리더십의 발전배경 진성리더십은 미국 네브라스카-링컨 대학 갤럽 리더십 연구소(Gallup Leadership Institute)의 변혁적 리더십과 윤리적 리더십을 바탕으로 사회와 조직구성원으로부터 존경과 신뢰를 받을 수 있는 리더십의 제시와 개발에 대한 연구에서 시작되었다. 진성리더십은 긍정심리학, 긍정조직행태(POB), 변혁적 리더십(transformational leadership)/전범위 리더십(full-range leadership), 윤리적/도덕적 관점수용(ethical/moral perspective-taking) 등과 같은 이론적 논의들을 통합하려는 노력을 통해 발전하였다. 진성리더십은 긍정조직행태 연구에 있어 중요한 요소로서 심리적 자본과 같은 조직의 긍정적 측면을 강조한 각종 변수들과 함께 연구되었다. 즉, 진성리더십은 리더십의 긍정적 요소를 강조한다. 기존의 리더십 연구는 부정적인 측면에 초점을 두는 경향이 있었으며, 리더의 개인적 차원에서 리더십을 어떻게 구축할 것인가에 대한 연구에 집중하였다. 진성리더는 긍정적 역할 모델링(positive role modeling)을 통해 구성원들의 긍정적 조직행태를 내재화시키는 규범적(모범적) 영향을 주며, 구성원들의 긍정적 정서를 확대시키고, 긍정적 자기 개발을 촉진하는 것으로 알려져 있다. 3. 진성리더십의 개발 진성리더십은 과 같은 과정을 통해 개발된다. 진성리더십 개발에 영향을 미치는 외부적인 요인에는 리더의 개인적 역사와 중요사건 등과 같은 개인적 요인과 리더가 속해있는 조직의 포용적이고 윤리적인 분위기, 동료와 부하에 대한 보살핌, 강점기반 등의 조직분위기가 있다. 진성리더십은 높은 수준의 자아인식을 핵심요인으로 한다. 자아인식은 자신의 동기, 감정, 욕구, 자아와 관계된 인지를 인식하고 이를 믿는 것을 의미한다. 자아인식에는 가치, 정체성, 정서 및 동기/목적 등의 요인들을 포함한다. 가치는 사회적 행위자들이 행위를 선택하고 사람들과 사건들을 평가하며, 그들의 행위와 평가를 설명한다. 정체성은 리더가 자신의 특징, 성격, 경험을 기술하고 설명하는 것을 의미한다. 정서는 자신의 생각, 가치, 동기 등과 함께 중요하게 하게 논의되는 자아인식과 관련된 요인이다. 동기와 목적은 진실한 리더들의 행동은 통합된 목표들을 추구함에 따라 정체성이 자아에 일치하게 되며, 진실한 리더가 자신의 진정한 자아에 대한 지식을 높임에 따라 그들은 자아일치적 정체성을 더 달성하기 쉽고 자신들의 내재된 목적에 더 깊게 몰입하게 되는 것을 의미한다. 자기규제는 리더의 자아인식을 바탕으로 형성된 내재화되고 균형된 행태, 관계의 투명성, 진실한 행동 등의 리더의 행태이다. 내재화란 진실한 자아는 외적 규제가 아닌 내적 규제에 의해서 진정성을 보이며, 자신이 자율적으로 행동하고, 내적 효능감을 경험하며, 외적 표준에 맞추기 보다는 자신의 기준에 맞추는 것을 의미한다. 균형된 처리는 리더가 자아에 대한 정보처리나 평가 시 내적 경험과 지식 등을 부인하거나, 과정, 왜곡, 무시하지 않는 것이다. 즉, 객관성을 가지고 자신의 강약점을 수용하는 것이다. 관계 투명성은 친밀성과 신뢰에 의거하여 관계를 만들도록 자신을 노출시킴으로서 거짓된 자아가 아닌 진실한 자아를 나타내며, 정보를 부하들과 충분하게 공유하는 것을 의미한다. 진실한 행동은 내재화되고 투명한 리더의 행태와 균형된 처리를 통해 형성되는 진성리더십의 다양한 행태를 의미한다. 이러한 진성리더십은 부하들의 리더에 대한 긍정적 모델링(positive modeling)을 통해 내재화되는 진성팔로워십을 형성한다. 진성리더십의 리더에 대한 긍정적 모델링을 통해 조직구성원의 행태에 긍정적 영향을 미친다. 진성리더십은 진성팔로워십의 형성을 통해 부하들의 신뢰, 몰입, 작업장 안녕 등의 행태를 이끌어낸다. 이러한 부하들의 행태는 지속가능하고 실제적인 성과로 연결된다. [pic]

진성리더십 개발모형 4. 진성리더십의 구성요인 진성리더십의 구성요인은 자기인식, 도덕성, 투명성, 균형된 프로세스 등이다. 진성리더십 구성요인들의 공통점은 적절한 리더십의 구현을 통해 조직구성원의 심리적 자본과 긍정적 정서를 발전시킬 수 있다는 점이다. 진성리더십의 하위구성요인들에 대해서 구체적으로 살펴보면 다음과 같다. 첫째, 자기인식(self-awareness)은 리더가 조직구성원들이 그들의 리더십을 어떻게 인식하는 가에 더하여 그들의 강점, 약점 및 동기에 대해 이해하는 것을 의미한다. 리더의 자기인식은 진성리더십에 있어 가장 핵심적 요소이다. 자기인식은 리더가 자신을 둘러싸고 있는 상황 속에서 자신의 존재를 인식할 때 발생하며, 최종적인 목표가 아닌 리더 자신의 독특한 재능, 강점, 목적의식, 핵심 가치, 신념 및 욕구 등을 지속적으로 이해하고자 하는 일련의 과정이다. 또한 자기인식은 리더 자신의 지식, 경험 및 역량에 대한 기본적인 이해를 포함한다. 둘째, 도덕성(ethical/moral)은 리더가 동료, 조직 및 사회적 압력 등과 같은 외부적 압력에 근거하기 보다는 내적인 도덕적 기준과 가치 등에 따라 행동하는 것을 의미한다. 도덕성은 진성리더가 도덕적 이슈들에 대해서 고심하고 진실하고 지속적인 도덕적 행동을 취하기 위해 윤리적 역량, 효능감, 용기 및 복원력 등을 개발하고 이들을 활용하는 윤리적이고 투명한 의사결정 과정이다. 셋째, 투명성(transparency)은 리더의 다른 사람들에 대한 본래의 모습을 의미한다. 투명성은 정보를 공유하고 그들의 부적절한 감정을 나타내는 것을 최소화하려고 노력하며, 실제 생각과 감정에 대한 표현을 통해 신뢰를 증진시키는 행태와 관련되어 있다. 또한 투명성은 단지 다른 조직구성원들을 기쁘게 하거나, 보상의 획득 또는 처벌의 회피를 위한 행동과 반대되는 것으로 리더의 가치, 선호 및 필요에 따른 행동을 의미한다. 넷째, 균형된 프로세스(balanced processing)는 리더가 의사결정을 하기 전에 모든 적절한 자료들을 객관적으로 분석하는 것을 의미하며, 그들의 현재 직위에 도전하는 구성원들로부터 의견을 구하려는 행태와 관련된다. 균형된 프로세스는 리더 자신의 입장과 반대되는 의견의 수렴과 주요 의사결정과 관련된 자료와 다양한 의견에 대한 충분한 검토 등을 통해서 이루어진다. 이러한 균형된 프로세스는 긍정적 모델링(positive modeling)을 통해 조직구성원의 행태에 긍정적 영향을 미친다. 5. 평가와 전망 진성리더십에 대한 일반적 평가는 리더십의 긍정적 측면을 강조하는 새로운 유형의 리더십 연구라는 측면에 중요한 의미를 둔다. 진성리더십은 변혁적 리더십과 같이 조직행태 연구에서 일반적으로 선행요인으로 연구되며, 개인과 조직의 성과와 효과성에 긍정적 영향을 미치는 것으로 알려져 있다. 또한 진성리더십은 부하에 대한 적극적 영향과 변화를 강조하는 기존의 리더십 이론과 달리 리더 개인의 신념, 가치 및 긍정적 역량을 중시하며, 조직구성원과의 밀접한 관계의 형성과 긍정적 모델링을 통한 조직구성원의 행태에 긍정적 영향을 미친다. 진성리더십에 대한 연구는 현재 국외 학계를 중심으로 활발하게 이루어지고 있으며, 국내 학계에는 경영학 분야를 중심으로 연구가 시작되었다. 국내 행정학 분야에서의 진성리더십에 대한 연구는 활성화되지 못하였다. 진성리더십에 대한 연구분야는 조직심리, 조직개발, 조직성과 및 조직변화 등 다양한 분야로 확산되고 있다. 또한 진성리더십의 결정요인과 매개변수, 조절변수 및 결과변수 등에 대한 관계성을 규명하는 연구들이 진행되고 있다.

http://blog.naver.com/nlboman [출처] 진성리더십|작성자 늘보맨

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...Effective Leadership There is no doubt that to be an effective leader in today’s environment we have to be prepared to take on several challenges and use them as a tool to foster individual growth and creativity within our organization. The problem is too often people in positions of power can easily get overwhelmed and as result lose focus of what it really means to lead. Leadership is a two way streak and employees need their leaders just as much as leaders need their employees to be successful. This is why it is important to create an environment where the exchanges of ideas is encouraged and instead of surrounding themselves with “yes men”, leaders should hire employees who are not afraid to tell it like it is. Personally, I have seen managers flounder on projects simply because they did not want to surround themselves with the right skills for fear of being demoted. What they forget is that it is usually a matter of time before one mistake becomes viral and they become victims of their own dysfunctions. Leaders can be more effective if they start by first realizing their own short comings. “Leaders are made, not born” (Iacocca, n.d.). In most cases, it is a never ending learning process and although we do not expect them to be perfect, the fact is most employees rely on their expertise and unique strengths to influence and motivate them. At the same time, one common mistake we see in some leaders is that they think they have all the...

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Leadership Theories: Authentic Leadership

...Introduction The articles this week examined leadership theories that all share an ethical component as part of their core construct, reflected in the leader showing concern for followers and an interest in meeting their needs (Mayer, Bardes & Piccolo, 2008; Caza & Jackson, 2011; Fry, 2003). The following paragraphs will discuss the varying ways leaders approach this concept within authentic leadership, servant leadership, and spiritual leadership. Authentic Leadership Authentic leaders show a high propensity of concern for others as well as a desire to meet their followers needs (Caza & Jackson, 2011, Luthans & Avolio, 2003; Walumbwa, Wang, Wang, Schaubroeck & Avolio, 2010). Followers’ need for empowerment is met by authentic leaders through exerting a conscious effort to develop their followers to become leaders themselves (Luthans & Avolio, 2003, Walumbwa et al., 2010). Additionally, through the concept of “balanced processing” (Walumbwa, Avolio, Gardner, Wernsing & Peterson, 2008) the leader creates an environment where followers’ opinions and insights are solicited and...

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Servant and Authentic Leadership

...Servant and Authentic Leadership By: Lorie Vos Date: September 19, 2011 Course: MGT380: Leadership for Organizations Instructor: Meredith Peabody Leadership is commonly referred to as the ability to influence human behavior in order to accomplish organizational goals. Through my studies I have found that in our current business climate organizations are no longer hiring those who only posses traditional management skills; rather they are seeking leaders who possess the talent and traits that relate to the charismatic-inspirations component of leadership. Leadership involves interaction between the leader, the followers and the situation. Through this course I understand that in order to influence human behavior to accomplish organizational goals I must become an effective leader, and developing servant and authentic leadership skills are critical. I will discuss why the skills and traits of these theories are critical to influence human behavior and to accomplish organization goals. Effective leaders leave a lasting impression on those who follow them forever changing their lives “people do not leave companies, they leave people”, unknown author. In order to influence human behavior to accomplish organizational goals effective leaders must invest in strengths of their followers. Leadership involves interaction between the leader and the follower. In order to invest in the strengths of my followers I will need the traits of a servant leader. Servant leader...

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...leaders. Discovering Your Authentic Leadership by Bill George, Peter Sims, Andrew N. McLean, and Diana Mayer Reprint R0702H We all have the capacity to inspire and empower others. But we must first be willing to devote ourselves to our personal growth and development as leaders. Discovering Your Authentic Leadership by Bill George, Peter Sims, Andrew N. McLean, and Diana Mayer COPYRIGHT © 2007 HARVARD BUSINESS SCHOOL PUBLISHING CORPORATION. ALL RIGHTS RESERVED. During the past 50 years, leadership scholars have conducted more than 1,000 studies in an attempt to determine the definitive styles, characteristics, or personality traits of great leaders. None of these studies has produced a clear profile of the ideal leader. Thank goodness. If scholars had produced a cookie-cutter leadership style, individuals would be forever trying to imitate it. They would make themselves into personae, not people, and others would see through them immediately. No one can be authentic by trying to imitate someone else. You can learn from others’ experiences, but there is no way you can be successful when you are trying to be like them. People trust you when you are genuine and authentic, not a replica of someone else. Amgen CEO and president Kevin Sharer, who gained priceless experience working as Jack Welch’s assistant in the 1980s, saw the downside of GE’s cult of personality in those days. “Everyone wanted to be like Jack,” he explains. “Leadership has many voices. You need to...

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...Authentic leadership seems to be the most useful out of most of the theories discusses in Northouse (2016) textbook. This theory is based on being genuine to the leader’s values and in this era that appears to be respected. Followers today look for leaders that are original and are driven from personal experiences. Leaders that have an agenda that is based on creating change for the better good based from life experience makes them more attractive because their followers can relate to them and in return they feel understood by the leader. Another aspect of authentic leadership is being transparent. Again, in this day in age, we use social media as our form of communication, follow current events, and connect with others, having that available...

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Authentic Leadership Development Report

...Authentic Leadership Development (ALD) is composed of self-awareness, balanced processing, internalized moral perspective, and relational transparency. A critical component to ALD, self-awareness is the outcome of fully accepting and understanding one’s self as a leader. Related to learning about one’s self and self-reflection, Cerne et al. (2014) states authentic leaders observe and analyze their own mental state through introspection. Related to learning about one’s self and self-reflection, Cerne et al. (2014) states authentic leaders observe and analyze their own mental state through introspection. Referring to the demonstrated understanding of one’s strengths, weakness, and the way one makes sense of the world (Avolio et al. 2009),...

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...Nancy Barry Case Analysis Jason Mandel Ramapo College of New Jersey 21st Century Leadership October 15, 2015 Briefly introduce the case (discuss Barry’s important life decision) The Nancy Barry chapter in “The Leadership Moment” is the story of a Harvard-educated woman who quickly gained success as a high-powered lending executive at the World Bank, and then went on to transform the business world as President of Women’s World Banking (WWB) (Useem, 1998). As readers, we are exposed to Nancy’s important life decision early on in the chapter when the WWB approaches her to lead their organization (Useem, 1998). At that time, Nancy was a highly compensated executive as Chief of the World Bank’s Industrial Development Division, with a large administrative support staff, and had been working there from 1975-1990. Clearly, giving up a powerful position with the globe’s most prominent bank after 15 years of service could not have been an easy decision. However, Nancy fully supported the WWB and the Grameen Bank of Bangeldesh for quite some time, so even with her contemporaries calling her “crazy” for leaving the World Bank, Nancy proved she was authentic by taking the position as President of WWB and following her heart instead of her wallet. Discuss Nancy Barry’s leadership style using LMX theory The LMX theory, or leader-member exchange theory, spotlights positive, dyadic relationships between supervisors and subordinates, often producing an increase in organizational efficacy...

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Authentic Leadership Development: Getting to the Root of Positive Forms of Leadership

...responding issue Topic Authentic leadership development: Getting to theroot of positive forms of leadership SPSE technique Describe the general background: We begin by considering some of the environmental and organizational forces that may have triggered interest in describing and studying authentic leadership and its development. Describe a problem that the research addresses: Leadership has always been more difficult in challenging times, but the unique stressors facing organizations throughout the world today call for a renewed focus on what constitutes genuine leadership. What did you do or try to address this problem? if authentic leadership over time is shown as simply highlighting the processes nested in more traditional models of leadership such as ethical or transformational, then emerging theory in this area would have served to enhance the importance of self-awareness in explaining the highest forms and impact of leadership on sustained, veritable performance. How did you evaluate the proposed solution and what were the results? We conclude by discussing the status of authentic leadership theory with respect to its purpose, construct definitions, historical foundations, consideration of context, relational/processual focus, attention to levels of analysis and temporality, along with a discussion of promising directions for future research. Robert Brown’s Eight Questions 1. Working Title of Paper Authentic leadership development: Getting to the...

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...AUTHENTIC VERSUS TRANSFORMATIONAL LEADERSHIP: ASSESSING THEIR EFFECTIVENESS ON ORGANIZATIONAL CITIZENSHIP BEHAVIOR OF FOLLOWERS Thomas H. Tonkin Regent University ABSTRACT With the corporate scandals of the 2000s, many employees in organizations are clamoring for authenticity in their leaders. Though authenticity appears to be a noble trait, how effective is this as a leadership approach, specifically in increasing altruistic employee organizational citizenship behaviors? Is authentic leadership more effective than other leadership approaches, such as transformational leadership? This study examined the extent to which authentic leadership is a stronger predictor of employee organizational citizenship behavior (OCBs) compared to transformational leadership. The analysis also investigated the extent to which overall job satisfaction mediated the relationship between authentic leadership and OCBs. The findings suggest that in fact three out of the fours sub scales in authentic leadership had a positive effect on both overall job satisfaction and the OCB of altruism. This study implies suggestions for practical interventions based on the associated theories found in this paper. Keywords: Authentic leadership, transformational leadership, job satisfaction OCBs INTRODUCTION Though there are many theories on leadership, one view is agreed by most scholars, leadership is a real phenomenon that is critical for the effectiveness of organizations (Bennis, 2003; Yukl...

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