A new theory driven model of authentic leadership

In recent years, the concept of Authentic Leadership has become an important area of interest and study, encompassing, as it does, personal beliefs and values and how they are aligned and lived in one’s everyday leadership experience, (Cooper et al. 2005; Avolio & Gardner, 2005; Luthans & Avolio, 2003). However, whilst the literature surrounding it is ever-increasing, the concept and construct of Authentic Leadership is fragmented; complicated by different theorists’ perspectives and compounded by a lack of empirical research, particularly within the UK, (Gardner et al. 2011).Based on Novicevic et al.’s (2006) conceptualization, differentiating Authentic Leadership between its psychological and philosophical components, this research presents a new theoretical model of Authentic Leadership. A 4-factor model was developed and empirically tested using a classic psychometric approach, (Nunnally, 1978; Kline, 1979), and a 360° feedback design, as leaders have been shown to over-estimate their self-reported scores compared to subordinate and peer feedback ratings, (Atkins & Wood, 2002).Critically, the model was developed and tested using real leaders rather than students, who are generally more accessible to researchers, (Lagan, 2007). It is hypothesized that the resulting model and statistical data may therefore have greater validity and applied relevance than other comparative research in the field completed utilizing student populations with little or no, real-world leadership experience. Three UK leadership populations were employed: two business leader samples and, for the validation study, senior serving Royal Air Force officers. A 3-factor model emerged which both simplifies and unifies previous theoretical conceptualisations of Authentic Leadership.Whilst not a direct part of the research study, the author suggests that potentially, all modern leadership failures may be traced back to a deficiency in any one of these 3 ‘Pillars’ of Authentic Leadership: Self-Awareness, Self-Regulation or Ethics. Implications for Authentic Leadership Development are identified and some suggestions for future research into the field made

‘Virtual’ mentoring: can the principle of cognitive pairing increase its effectiveness?

This paper is based on the experiences of completing a virtual mentoring programme within the higher education sector that used the principle of ‘cognitive pairing’ to enable the rapid establishment of high quality mentoring relationships. Although not originally designed as a research study, it was subsequently felt that the benefits of ‘cognitive pairing’ were significant enough to be promulgated. The paper briefly summarises research in the field of matching mentors and mentees by cognitive style preference and defines the principle of ‘cognitive pairing’. It then describes the instrument used for this research, Think Smart™ (BeddoesJones 2002), and its suitability for this programme. The aims of the mentoring programme and its design are outlined and the results discussed with reference to Kirkpatrick’s 4 levels of training evaluation (Kirkpatrick 1979 and 1994) and Clutterbuck’s measurements of mentoring success (Clutterbuck 2003). The effectiveness of using the principle of matching preferences in cognitive style in order to establish high quality ‘virtual’ relationships is considered, before concluding that using the principle of cognitive pairing within ‘virtual’ mentoring relationships can lead to both sustainable relationships and financial benefits

Authentic Leadership: The 21st Century Imperative? Authentic Leadership: The 21 st Century Imperative?

Abstract Globally, strategic leadership seems to be dominated by greed, competitiveness, testosterone, ego and power, combined with a lack of empathy and compassion. Our politicians, at least those who display a lack of transparency and ethical virtue, clearly cannot be trusted to do the right thing. So we now face such challenges as a world recession, corruption, having enough food on the planet yet still people starve, the constant commercial demand for ever lower costs whilst at the same time consumers demand ever higher quality goods and services, the rape of our planet and an inability to live peacefully and successfully with each other. Locally, leaders have to achieve more with fewer people and fewer resources. Increasingly, they are suffering from stress, depression or burnout, and whilst some leaders recognise that employees increasingly want to be a part of something meaningful and worthwhile, many leaders feel impotent to provide that purpose, or worse, "bad" leaders feel that vision, purpose and meaning are irrelevant compared to the day-to-day responsibilities of getting the job done

Authentic leadership: development of a new three pillar model

Purpose: This paper aims to summarise a new model of authentic leadership derived from research with senior leaders in the UK. Design: The model was developed and tested using three independent samples;140 business leaders, 54 senior military officers with 390 independent raters and 303 business leaders. Findings: a 15-item, self-report, three-component measure of authentic leadership was obtained from testing across samples. The three components measure an individual's capacity fo self-awareness, self-regulation and ethical behaviour. Originality: The paper contributes to the authentic leadership literature through the creation of a short authentic leadership scale that could be used in leadership research and which simplifies and unifies previous conceptualisations of authentic leadership. The three-pillar model offers guidance to HR practitioners looking to design leadership development interventions