MGT 6615 CORE MAIN ANSWERS AND QUESTIONS
SET A+
✔✔Confidence - ✔✔having self-efficacy—the belief that one has the ability to
successfully accomplish a specified task. Leaders who have confidence are more likely
to be motivated to succeed, to be persistent when obstacles arise, and to welcome a
challenge
✔✔Hope - ✔✔positive motivational state based on willpower and goal planning
(Luthans & Avolio, 2003). Authentic leaders with hope have goals they know can be
accomplished; their hope inspires followers to trust them and believe in their goals.
✔✔Optimism - ✔✔the cognitive process of viewing situations from a positive light and
having favorable expectations about the future. Leaders with optimism are positive
about their capabilities and the outcomes they can achieve. They approach life with a
sense of abundance rather than scarcity
✔✔Resilience - ✔✔capacity to recover from and adjust to adverse situations. It includes
the ability to positively adapt to hardships and suffering. During difficult times, resilient
people are able to bounce back from challenging situations and feel strengthened and
more resourceful as a result of them (Sutcliffe & Vogus, 2003).
✔✔HOW DOES AUTHENTIC LEADERSHIP WORK? - ✔✔The practical approach
provides prescriptions for how to be authentic and how to develop authentic leadership.
For example, the George approach focuses on five characteristics leaders should
develop to become authentic leaders. More specifically, George (2003) advocates that
leaders become more purposeful, value centered, relational, self-disciplined, and
compassionate. The essence of authentic leadership is being a leader who strongly
demonstrates these five qualities.
the theoretical approach describes what authentic leadership is and what accounts for
it. From this perspective, authentic leadership works because leaders demonstrate self-
awareness, an internalized moral perspective, balanced processing, and relational
transparency. Leaders develop these attributes through a lifelong process that is often
influenced by critical life events. In addition, the literature suggests that positive
, psychological capacities and moral reasoning have a significant impact on authentic
leaders.
✔✔effects of authentic leadership on followers - ✔✔authentic leadership correlates
directly to followers who thrive at work, but also found a positive relationship between
employee creativity and authentic leadership. Rego, Sousa, Marques, and Pina e
Cunha (2014) found similar results regarding creativity, and also found positive
relationships between authentic leadership and employees' hope.
Furthermore, Wang, Sui, Luthans, Wang, and Wu (2014) directly investigated, and
positively correlated, the impact of authentic leadership on follower performance.
Azanza, Moriano, Molero, and Lévy Mangin (2015) extended the findings of positive
relationships between authentic leadership and work engagement to also include
employee satisfaction and intent to stay while Kumar (2014) studied the effects of
authentic leadership on followers' psychological ownership of their organizations. Wei,
Li, Zhang, and Liu (2018) report that authentic leadership increases followers' task
performance and organizational citizenship behavior. This effect is enhanced by
followers' views of the leader's competence and their own work engagement.
Finally, Lyubovnikova, Legood, Turner, and Mamakouka (2017) found that authentic
leadership was effective in directing teams. Because authentic leaders encourage team
members to reflect on team goals and strategies and openly communicate about them,
these followers often exhibit more flexibility and higher performance.
✔✔Authentic leadership has several strengths. - ✔✔First, it fulfills an expressed need
for trustworthy leadership in society. During the past 20 years, failures in public and
private leadership have created distrust in people. Authentic leadership helps to fill a
void and provides an answer to people who are searching for good and sound
leadership in an uncertain world. When a leader is authentic, it gives followers a clear
picture of who the leader is and how the leader will act. It informs their understanding of
the leader and whether or not they can depend on this person's leadership.
Second, authentic leadership provides broad guidelines for individuals who want to
become authentic leaders. Both the practical and theoretical approaches clearly point to
what leaders should do to become authentic leaders. Social science literature
emphasizes that to be authentic it is important for leaders to have self-awareness, an
internalized moral perspective, balanced processing, and relational transparency. Taken
together, these approaches provide a map for becoming an authentic leader.
Third, similar to transformational, inclusive, and servant leadership, authentic leadership
has an explicit moral dimension. Underlying both the practical and theoretical
approaches is the idea that authenticity requires leaders to do what is "right" and "good"
for their followers and society. Authentic leaders understand their own values, place
followers' needs above their own, and work with followers to align their interests to
create a greater common good.
Finally, authentic leadership can be measured using the Authentic Leadership
Questionnaire (ALQ).
✔✔CRITICISMS - ✔✔First, the concepts and ideas presented in George's practical
approach are not fully substantiated. While the practical approach is interesting and
SET A+
✔✔Confidence - ✔✔having self-efficacy—the belief that one has the ability to
successfully accomplish a specified task. Leaders who have confidence are more likely
to be motivated to succeed, to be persistent when obstacles arise, and to welcome a
challenge
✔✔Hope - ✔✔positive motivational state based on willpower and goal planning
(Luthans & Avolio, 2003). Authentic leaders with hope have goals they know can be
accomplished; their hope inspires followers to trust them and believe in their goals.
✔✔Optimism - ✔✔the cognitive process of viewing situations from a positive light and
having favorable expectations about the future. Leaders with optimism are positive
about their capabilities and the outcomes they can achieve. They approach life with a
sense of abundance rather than scarcity
✔✔Resilience - ✔✔capacity to recover from and adjust to adverse situations. It includes
the ability to positively adapt to hardships and suffering. During difficult times, resilient
people are able to bounce back from challenging situations and feel strengthened and
more resourceful as a result of them (Sutcliffe & Vogus, 2003).
✔✔HOW DOES AUTHENTIC LEADERSHIP WORK? - ✔✔The practical approach
provides prescriptions for how to be authentic and how to develop authentic leadership.
For example, the George approach focuses on five characteristics leaders should
develop to become authentic leaders. More specifically, George (2003) advocates that
leaders become more purposeful, value centered, relational, self-disciplined, and
compassionate. The essence of authentic leadership is being a leader who strongly
demonstrates these five qualities.
the theoretical approach describes what authentic leadership is and what accounts for
it. From this perspective, authentic leadership works because leaders demonstrate self-
awareness, an internalized moral perspective, balanced processing, and relational
transparency. Leaders develop these attributes through a lifelong process that is often
influenced by critical life events. In addition, the literature suggests that positive
, psychological capacities and moral reasoning have a significant impact on authentic
leaders.
✔✔effects of authentic leadership on followers - ✔✔authentic leadership correlates
directly to followers who thrive at work, but also found a positive relationship between
employee creativity and authentic leadership. Rego, Sousa, Marques, and Pina e
Cunha (2014) found similar results regarding creativity, and also found positive
relationships between authentic leadership and employees' hope.
Furthermore, Wang, Sui, Luthans, Wang, and Wu (2014) directly investigated, and
positively correlated, the impact of authentic leadership on follower performance.
Azanza, Moriano, Molero, and Lévy Mangin (2015) extended the findings of positive
relationships between authentic leadership and work engagement to also include
employee satisfaction and intent to stay while Kumar (2014) studied the effects of
authentic leadership on followers' psychological ownership of their organizations. Wei,
Li, Zhang, and Liu (2018) report that authentic leadership increases followers' task
performance and organizational citizenship behavior. This effect is enhanced by
followers' views of the leader's competence and their own work engagement.
Finally, Lyubovnikova, Legood, Turner, and Mamakouka (2017) found that authentic
leadership was effective in directing teams. Because authentic leaders encourage team
members to reflect on team goals and strategies and openly communicate about them,
these followers often exhibit more flexibility and higher performance.
✔✔Authentic leadership has several strengths. - ✔✔First, it fulfills an expressed need
for trustworthy leadership in society. During the past 20 years, failures in public and
private leadership have created distrust in people. Authentic leadership helps to fill a
void and provides an answer to people who are searching for good and sound
leadership in an uncertain world. When a leader is authentic, it gives followers a clear
picture of who the leader is and how the leader will act. It informs their understanding of
the leader and whether or not they can depend on this person's leadership.
Second, authentic leadership provides broad guidelines for individuals who want to
become authentic leaders. Both the practical and theoretical approaches clearly point to
what leaders should do to become authentic leaders. Social science literature
emphasizes that to be authentic it is important for leaders to have self-awareness, an
internalized moral perspective, balanced processing, and relational transparency. Taken
together, these approaches provide a map for becoming an authentic leader.
Third, similar to transformational, inclusive, and servant leadership, authentic leadership
has an explicit moral dimension. Underlying both the practical and theoretical
approaches is the idea that authenticity requires leaders to do what is "right" and "good"
for their followers and society. Authentic leaders understand their own values, place
followers' needs above their own, and work with followers to align their interests to
create a greater common good.
Finally, authentic leadership can be measured using the Authentic Leadership
Questionnaire (ALQ).
✔✔CRITICISMS - ✔✔First, the concepts and ideas presented in George's practical
approach are not fully substantiated. While the practical approach is interesting and
