Authentic
Leadership
Credo
Caryn Auriel
University of St. Thomas
April 2011
Introduction
 Call For New Leadership:
• In my paper, I explore my leadership awareness, strengths,
values, and developme...
Figure 1 illuminates the inter-connectedness between the alignment of my
values, purpose, and behavior to the strategic le...
At My Best
• Knowing who I am and how to be my authentic self is the
essence of alignment between values, goals, and behav...
Myers-Briggs
(ENFP)
Personality type
RBS
Values
Behind my person
type
StrengthsFinder
Natural talent
foundation
Career Lea...
Strategic Thinking,
Acting, and Influencing
• Strategic Acting integrates mindful listening and
moral values to implement ...
Both Hughes and Beatty’s (2005) learning process and Block’s
(1996) stewardship strategy are integral to my leadership vis...
Transformation
• Throughout my recent personal, spiritual, and academic journey I
am transforming my leadership patterns t...
Currently
• After a time of healing and questioning my work’s purpose, I chose
to return to my professional life personall...
References
• Argyris, C. (1990). Overcoming organizational defences. Boston: Allyn and Bacon.
• Bateson, G. (2000). Steps ...
References:
• Buckingham, M., & Clifton, D. O. (2001). Now discover your strengths. New York: The Free
• Press.
• Burke, W...
References
• Drucker, P. F. (2004). What makes an effective executive. Harvard Business Review 82(6),
• 58-63.
• Evans, N....
References
• Hall, D. T. (2002). Careers in and out of organizations. Thousand Oaks, CA: Sage.
• Hall, D. T., Las Heras, M...
References
• Lennick, D., & Kiel, F. (2008). Moral intelligence. New Jersey: Wharton School Publishing.
• Morris, T. (1997...
References
• Senge, P. (1990). The fifth discipline: The art and practice of the learning organization.
New
• York: Double...
References
• Sudhir, V., & Murthy, P. N. (2001). Ethical challenge to businesses: The deeper meaning.
• Journal of Busines...
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  • Presently, the leadership required for organizations embodies authenticity and partnership; aligning values, vision, resources, and commitment as organizations gain momentum in the midst of transformation.
  • To answer these questions, I investigate my values, skills, and ambitions.
  • Leadershipcredoppt

    1. 1. Authentic Leadership Credo Caryn Auriel University of St. Thomas April 2011
    2. 2. Introduction  Call For New Leadership: • In my paper, I explore my leadership awareness, strengths, values, and development in order to optimize my leadership essence. • It is concerned with facilitation, service, and partnership. • Throughout the paper, I utilize a student employment initiative; weaving the learning process for strategic leadership, moral leadership application, and key elements of my leadership development.
    3. 3. Figure 1 illuminates the inter-connectedness between the alignment of my values, purpose, and behavior to the strategic learning process created by Hughes and Beatty (2005). It also serves as a framework for the arrangement of my paper.
    4. 4. At My Best • Knowing who I am and how to be my authentic self is the essence of alignment between values, goals, and behavior. • What kind of facilitator do I want to be? • What are my aspirations? • See Table 1 below as an illustration of how each one of my values and assessment themes are intricately knit.
    5. 5. Myers-Briggs (ENFP) Personality type RBS Values Behind my person type StrengthsFinder Natural talent foundation Career Leader Competencies and ambitions Extroversion: Directing energy mainly toward the world of people and objects. Enthusiastic Service Influential Connectedness: Listen and share thoughts. Relator: Have closeness with others. Manage/Influence People Intuition: Focus on perceiving patterns and interrelationships; concentrating on meanings and possibilities. Positive Cooperation Creative Positivity: Upbeat, creative to engender enthusiasm. Futuristic: See the possibilities. Creative Production Feeling: Value-based decision making with consideration for others. Empathy/Compassion Respect Empathy: An understanding of others. Individuation: Appreciate everyone’s uniqueness. Mentoring and Counseling Perceiving: Open and adaptable to change and a high value for spontaneity. Tenacity Adaptable Commitment Adaptability: Live in the moment. Strategic: See alternatives. Theory and Conceptual Thinking
    6. 6. Strategic Thinking, Acting, and Influencing • Strategic Acting integrates mindful listening and moral values to implement thinking into action. • Leaders that I consider admirable role models have translated ideas into action for the good of the whole. • It is my intent to model the same by setting clear priorities and creating space for learning and risk taking.
    7. 7. Both Hughes and Beatty’s (2005) learning process and Block’s (1996) stewardship strategy are integral to my leadership vision and mission: • To increase moral and ethical awareness, building relationships that promote self-understanding and development (personally, emotionally, socially, professionally and spiritually). • It is my desire to play a critical role to collaboratively assist others in the transformation process by bringing a genuine positive intent to the table. • I see myself facilitating transformation through trusting relationships, crafting culture, developing talent, and fostering supportive environments for open dialogue. • Thus, resulting in raised awareness, performance, and responsibility.
    8. 8. Transformation • Throughout my recent personal, spiritual, and academic journey I am transforming my leadership patterns to involve collaboration and co-creation. • For instance, my old practices in management consisted of ‘telling and selling’ as a way to influence and motivate teams. My patterns were about caretaking and patriarchy instead of mutuality. • I attribute this old pattern to the era (1970-1980) in which I learned management techniques, as well as my past organizational cultures. (Nature/Nurture) • Throughout this transition, I learned that stewardship asks to serve organizations without caretaking and without taking control; in other words, partnership, not parenting.
    9. 9. Currently • After a time of healing and questioning my work’s purpose, I chose to return to my professional life personally transformed. • It is not a position I desire, I now purposefully select my role in society responding to my present context. Currently, I recognize that it is a personal transformation of my perspectives, which is my real purpose. • “What emerges is not a new job-which would be a change-but some new sense of yourself, some new reality you’re dealing with, some new idea, that is moving you forward” (Bridges, 2004, p. 98). • Consequently, I have a better appreciation of using myself as instrument; an instrument for inspiring partnership, moral conduct, and creating new vision.
    10. 10. References • Argyris, C. (1990). Overcoming organizational defences. Boston: Allyn and Bacon. • Bateson, G. (2000). Steps to an ecology of mind. Chicago: Chicago University Press. • Block, P. (1996). Stewardship. San Francisco, CA: Berrett-Koehler Publishers, Inc. • Bolman, L., & Deal, T. (2008). Reframing organizations: Artistry, choice, and leadership. 4th • Ed. San Francisco: Joessy-Bass. • Bridges, W. (2004). Transitions: Making sense of life’s changes. 2nd Ed. Cambridge: DeCapo Press.
    11. 11. References: • Buckingham, M., & Clifton, D. O. (2001). Now discover your strengths. New York: The Free • Press. • Burke, W. (2008). Organizational change: theory and practice. 2nd Ed. Cambridge: DeCapo • Press. • Butler, T. (2009). CareerLeader. Retrieved www.careerleader.com/cf/univ/ustundergrad.html. • Cashman, K. (1997). Authentic leadership. Innovative Leader, 6(11), 305. • Chatterjee, D. (1998). Leading consciously: a pilgrimage toward self mastery. Boston: • Butterworth-Heinemann. • DCamp, K. (2003). Get down to business. In Effron M., Grandossy, R., • & Goldsmith, M. (Eds.). (2003). Human Resources in the 21st century. New Jersey: • John Wiley & Sons.
    12. 12. References • Drucker, P. F. (2004). What makes an effective executive. Harvard Business Review 82(6), • 58-63. • Evans, N. J., Forney, D. S., & Guido-DiBrito, F. (1998). Student development in college: • Theory, research and practice. San Francisco: Jossey-Bass. • Facilitate. (2011). Collins English Dictionary. Retrieved • http://dictionary.reference.com/browse/facilitate • Greenleaf, R. K. (1977). Servant Leadership. New Jersey: Paulist Press. • Griseri, P. (1998). Managing values: Ethical change in organizations. London: Macmillan • Business.
    13. 13. References • Hall, D. T. (2002). Careers in and out of organizations. Thousand Oaks, CA: Sage. • Hall, D. T., Las Heras, M., Shen, Y. (2009). The Protean career orientation and career • counseling. National Career Development Association, Career Developments Journal 25(2), 14-15. • Hawkins, P. (1991). The spiritual dimension of the learning organization. Management • Education and Development, 22 (3), 172-187. • Hughes, R. L., & Beatty, K. C. (2005). Becoming a strategic leader. San Francisco, CA: • Josey-Bass. • Ireland, R. D., & Hitt, M. (2005). Achieving and maintaining strategic competitiveness in the • 21st century: The role of strategic leadership. Academy of Management Executive, 19(4). • Koliba, C. (1985). What is Facilitation? Reflection. Retrieved • http://www.uvm.edu/~dewey/reflection_manual/facilitating.html.
    14. 14. References • Lennick, D., & Kiel, F. (2008). Moral intelligence. New Jersey: Wharton School Publishing. • Morris, T. (1997). If Aristotle ran General Motors. New York: Henry Holt Company • Myers, I. B. McCaulley, M. H., Quenk, N. L., & Hammer, A. L. (1998). MBTI Manual, third • Edition. Palo Alto: Consulting Psychologists Press, Inc. • Northouse, P. G., (2007). Leadership: theory and practice. Thousand Oaks, CA: Sage. • Quinn, R. E. (2005). Moments of greatness: Entering the fundamental state of leadership. • Harvard Business Review 83, 42-47. • Ruona, W. E. A., & Gibson, S. K. (2004). The making of 21st century HR: An analysis of the • convergence of HRM, HRD, and OD. Human Resource Management Journal, 43(1), 49- • 66.
    15. 15. References • Senge, P. (1990). The fifth discipline: The art and practice of the learning organization. New • York: Doubleday. • Senge, P., Kleiner, A., Roberts, C., Ross, R., Roth, G., & Smith, B. (1999). The dance of change. The challenges to sustaining momentum in learning organizations. New York: Doubleday. • Sipe, J. W., & Frick, D. M. (2009). Seven pillars of servant leadership. New Jersey: Paulist Press. • Society of Human Resource Management India (SHRM). (2010). What does it mean to be a • values-based organization. Retrieved http://www.shrmindia.org/what-does-it-mean-be- values-based-organization.
    16. 16. References • Sudhir, V., & Murthy, P. N. (2001). Ethical challenge to businesses: The deeper meaning. • Journal of Business Ethics. 30, 197-209. • • Quinn, R. E., Dutton, J. E., & Spreitzer, G. M. (2003). Reflective best self. Center for Positive • • Organizational Scholarship. Retrieved • • http://www.bus.umich.edu/Positive/POSTeachingandLearning/ReflectedBestSelfExercise •
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