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Authentic leadership is a relatively new leadership theory that incorporates diverse traits, behaviours, styles and skills to promote ethical and honest.
Typology: Summaries
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Authentic Leadership Theory: Exemplifying Self-Awareness, Character and Transparency in Nursing Leadership Nithya Hilson (100309630) Kwantlen Polytechnic University - NRSG 4650 July, 30, 2018
Introduction A traditional work culture is commonly based on control, rigid structures and hierarchy. However adapting authentic leadership as an all voices heard form of leadership has been found to be related to follower positive outcomes. Trust and strong team and leader relationships are created as leaders value all levels of contribution. A work culture that values lived experience, and personal growth encourages adaptability and readiness to achieve growth, innovation and creativity as a team (Azanza et al., 2013). Authentic leadership is a relatively new leadership theory that incorporates diverse traits, behaviours, styles and skills to promote ethical and honest behaviour. Ethical and honest behavior portrayed by a leader creates greater positive outcomes for leaders, their followers and organizations (Covelli et al., 2017). Authenticity is believed to make leaders more effective as they lead with meaning, purpose and values. When leaders lead authentically they are better equipped to deal with organizational challenges as they mitigate mistrust, unrest and corruption within organizational constructs (Covelli et al., 2017). For this paper I will research into the background and history of authentic leadership theory, provide an in depth analysis and explanation of the concepts of authentic leadership, and finally include an application regarding relevance to nursing leadership and personal practice. History of Authentic Leadership Theory Development Authentic leadership is a leadership style focusing on relational engagement. In early 20 00, concerns about the ethical conduct of leaders based on high profile examples of corporate scandals caused authors Luthans, Avolio (2003) along with Bill George (2003) to appeal for a new form of values based leadership called authentic leadership (Alilyyani et al., 2018). Bill George popularized authentic leadership in management studies and popular culture with his
behaviours of the authentic leaders creating a sustainable organizational culture of trust, integrity and self-regulation (Covelli et al., 2017). Elements of Authentic Leadership Theory There are four core elements of authentic leadership theory articulated by George (2003): self-awareness, relational transparency, balanced processing and internalized moral perspective. First, self- awareness is an ongoing introspection process where one understands his or her exclusive core values, beliefs, unique talents, strengths and improvements (Waite et al., 2014). This insight into his/her honest self cultivates purpose through life experience and drives one’s behaviour (Fallatah and Laschinger, 2016). Self awareness is not only limited to knowing their own strengths and limitations but how they affect others and the way he or she make sense of the world (Azanza et al., 2013) (Malik et al., 2016) (Shapira- Lishchinsky, 2014). As an individual discovers meaning of the world around him/her they become aware of how that meaning impacts the way one views himself/herself over time (Alilyyani et al., 2018). Self-awareness unfolds a deep knowledge of themselves, their needs, emotions and personality. To become an authentic leader, fostering self awareness requires that an individual pursue a personal life-long journey of self-discovery, self-improvement, reflection and renewal. The second core element of authentic leadership is internalized moral perspective, also identified as self-regulation. Self - regulation refers to a leader’s ability to align their values, intentions and behaviours to demonstrate consistency between what they say and what they do (Wong & Cummings, 2009). Authenticity is derived from a Greek philosophy and denotes a humanistic psychological stance encapsulated by Shakespeare in Hamlet’s “To thine own self be
true” (Waite et al., 2014) (p.4). The ability to root your knowledge, acceptance and behavioural responses to your personal values, convictions and motives brings forth true authenticity (Gardner et al. 2005). The adaptation of self-regulation allows leaders to stick to their internal moral standards and values rather than group organizational and societal pressures to please others, receive rewards or avoid punishments (Azanza et al., 2013). The authentic leader established by their internalized moral perspective role models a high standard of ethical and moral conduct that followers can look to and mirror acting with personal integrity and promoting ethical treatment of other people. Self awareness along with internalized moral perspective fosters positive self and team development, employee commitment and work engagement. The third core element of authentic leadership is balanced processing, the ability and willingness to objectively analyze relevant data and explore the opinions of others before making a decision (Wong & Cummings, 2009). An authentic leader recognizes diverse perspectives of the group and makes a balanced decision through a process of collecting information, examination and interpretation (Covelli et al., 2017). Balanced processing calls a leader to challenge themselves to welcome questions from others, this ensures personal bias or self- protective responses do not hinder open discussion and sharing (Sagnak and Kuruoz, 2017). An authentic leader practices balanced processing by gathering sufficient opinions and viewpoints from others before making important decisions (Regan et al., 2016). Authentic leaders solicit views that challenge their deeply held positions recognizing that the unique lived experience of their followers strengthens the impact of their team.
environments that facilitate or hinder growth and identifying what areas you need to free from personal limitation and fear (Covelli et al., 2017). Authentic leaders stay their course and convey to others, often times through their actions not just words, what they represent in terms of principles, values and ethics (Shirey, 2006). A person brings his or her own true self into everything they do therefore it is impossible to dismiss ones exclusive self narrative when communicating or working with others (Waite et al., 2014). Understanding the connection of self to others allows leaders to focus on being true to themselves facilitating the capacity to in turn be true to others. In order to develop authentic leadership an individual must be committed to a philosophy of lifelong learning acknowledging that their personal leadership style will grow with them through stages of life and lived experiences (Shirey, 2006). When an individual sees life experiences as lessons for cultivating gratitude, strength or resilience they are able to use their life experiences to motivate and guide people around them towards growth and development (Waite et al., 2014). Another practical strategy to develop authentic leadership is through seeking the personal and professional advice of those who go before them in their profession (Fallatah and Laschinger, 2016). Mentors in their profession will be able to exemplify the long term benefits of leading authentically developing their confidence in their own journey to live authentically. Impact of Authentic Leadership on Nursing Practice Nurses are situated in a position of power and they are leaders in many aspects. They have a specialized body of knowledge that is used to influence others and create changes in
patient safety and quality of care. Leadership can take many forms, and how it is brought upon can be through positive or negative tactics. This depends on moral values and having an awareness of self and others. I believe that a nurse’s role as a leader is to ensure equality, advocate, make ethical decisions, educate, collaborate, have self-awareness, and adapt to situations. An authentic leader is genuine, trustworthy, reliable and believable (George, 2003). These behaviours help authentic leaders develop positive, honest and open relationships with followers that encourage followers’ to be authentic and cultivate their personal and professional growth, resulting in desirable well-being and performance outcomes (Read and Laschinger, 2015). In nursing, sharing of knowledge through documentation ensures patients receive the best medical treatment and care across the continuum. An organizational culture that supports communication and collaboration, views individuals as assets increasing employee motivation (Regan et al., 2016). Followers of authentic leaders become more open to sharing knowledge. They are willing to donate to as well as accept knowledge from co-workers across teams and divisions of an organization to create new knowledge, thereby increasing a team’s creativity and innovativeness (Malik et al., 2016). Sharing knowledge can also become a means for self- awareness, growth and learning. Self awareness establishes self confidence in ethical decision making allowing nurses to advocate for patients in interprofessional collaboration and in some cases combat the reality of physician hierarchy (Shapira- Lishchinsky, 2014). Authentic nurse leaders allow followers a certain degree of autonomy in decision making and encourage them to think positively. Employees who have the freedom to establish their goals and enrich their jobs are more likely to be creative (Malik et al., 2016). Nurses may feel more confident and perhaps
collaboration within healthcare settings to improve patient centred care and safety (Azanza et al, 2013). Organizational culture and authentic leadership addresses how institutional constructs and hierarchy impede shared vision which can also be applied to organizational culture in healthcare regarding successful advocacy for patients through collaboration. In review of existing research, authentic leadership elements of self-awareness, internalized moral perspective, balanced processing and relational transparency are seen to improve employee motivation, collaboration, job performance, safety climates and job satisfaction. Managers in healthcare facilitate the conditions for nurses’ and other care providers’ work by framing the quality of support, information and resources that are available in work areas (Shirey, 2006). The support managers provide ensure patient safety, encourage innovation and protect burn out through maintenance of healthy work environments. A healthy work environment is an environment where everyone feels respected, trusted and appreciated for their contributions. Nurses respond positively to their work and trust their managers when they perceive their leaders are authentic, open, truthful and willing to invite their participation in decision-making. In addition nurses who perceive their leaders to be authentic feel empowered and supported in their work. Discussion/Reflection In practice there will be situations where honesty is put to the test especially in situations where other professionals don't feel morally obligated to uphold the level of honesty you strive to live by. In these situations it is important to preserve your integrity and authenticity by respectfully addressing the issue. The unfortunate reality where institutional constructs will
affect successful advocacy for patients is something that I am aware but have little experience how to deal with these situations confidently. My research in authentic leadership has provided me with practical strategies to remain authentic, facilitate collaboration and challenge myself to engage with diverse dynamics of a team. Cultivating authenticity motivates me to pursue a personal life-long journey of self-discovery, self-improvement reflection and renewal. Adapting a posture of authentic leadership will allow me to uphold personal values, practice ethically and provide honest care. Thinking about my personal ethical perspective in regards to nursing it is what drives my interest in ethical aspects of nursing regarding the value of human life, protecting human dignity, fighting for social justice and understanding human suffering. I also believe that though my personal ethical perspective is objective it will be important for me to reflect on my own beliefs and values and ensure I am available to meet clients and patients in their lived experience ensuring autonomy, respect and dignity are upheld. This area of ensuring patient autonomy coincides with authentic leadership theory in balancing processing. Through analysis of the patient's own values and beliefs I can ensure my professional standards provide holistic care for the patient. I want to the be the type of authentic leader that is approachable, ethical, and transparent in my moral values so others know where I stand while encouraging others to do the same. Summary According to Sagnak and Kuruoz (2017) authenticity is established when one maintains their intrinsic values and beliefs in all aspects of their life, therefore their values, beliefs, attitudes and self-identity shapes their actions.Authentic leadership encompasses four areas. These include, self-awareness which is understanding one’s strengths, limitations, and values and how
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