Post #1 Practical Approach Authentic leadership is both a practical and theoretical approach to leadership. As a practical approach, authentic leaders are those that lead passionately and with purpose, act with self-discipline based on strong values, and create quality relationships (Northouse, 2016, p. 197). In other words, they have a vision and work diligently toward it, do what’s right, develop trusting and compassionate connections with others, and are self-driven. Theoretical Approach As a theoretical approach, authentic leadership is defined as “’a pattern of leadership behavior that draws upon and promotes both positive psychological capability and a positive ethical climate, to foster greater self-awareness, an internalized moral perspective, balancing processing of information, and relational transparency on the part of leaders working with followers, fostering positive self development’” (Northouse, 2016, p. 201). In other words, leaders can be authentic when they strongly aware of who they are, use ethical decision-making, consider all perspectives, and communicate openly with others. Similarities The similarities between the practical and theoretical approach are that both include the use of ethics, integrity, self-discipline and self-knowledge, and transparent relationships. Both view authentic leadership as an ongoing process. Differences The differences are that the practical approach is an intrapersonal perspective in that it outlines the qualities of authentic leaders and how to develop them. On the other hand, the theoretical approach is a developmental perspective that identifies the components that define and create authentic leadership. Personal Meaning When I think of authentic leadership, I think of leadership born of strong character and virtue, in the service of the common good. The idea of character meaning, “I must value my character, be invested in it, see it as an end in itself” (The Picket Line, n.d.). The practice of virtue in authentic leadership means being honest, trustworthy, diligent, responsible, humble, and just (The Picket Line, n.d.). When leadership is based on strong character and virtue it will lead to trusting and open connections with others. This is similar to the high-quality exchanges that Leader-Member Exchanges theory suggests should be developed. Strategies One strategy that leaders can use for authenticity is to continually seek personal mastery. Personal mastery is “a set of specific principles and practices that enables a person to learn, create a personal vision, and view the world objectively” (Grimsley, n.d.). As authentic leadership stems from knowing oneself, the discipline of personal mastery will help leaders reflect on life experiences to broaden their awareness of how things really are and to deepen their understanding of self. Another strategy that can be used is being open to the ideas, feedback, and criticisms of others. There is much to learn if leaders can humble themselves.

1. Post #1
Practical Approach
Authentic leadership is both a practical and theoretical approach
to leadership. As a practical approach, authentic leaders are
those that lead passionately and with purpose, act with self-
discipline based on strong values, and create quality
relationships (Northouse, 2016, p. 197). In other words, they
have a vision and work diligently toward it, do what’s right,
develop trusting and compassionate connections with others,
and are self-driven.
Theoretical Approach
As a theoretical approach, authentic leadership is defined as “’a
pattern of leadership behavior that draws upon and promotes
both positive psychological capability and a positive ethical
climate, to foster greater self-awareness, an internalized moral
perspective, balancing processing of information, and relational
transparency on the part of leaders working with followers,
fostering positive self development’” (Northouse, 2016, p. 201).
In other words, leaders can be authentic when they strongly
aware of who they are, use ethical decision-making, consider all
perspectives, and communicate openly with others.
Similarities
The similarities between the practical and theoretical approach
are that both include the use of ethics, integrity, self-discipline
and self-knowledge, and transparent relationships. Both view
authentic leadership as an ongoing process.
Differences
The differences are that the practical approach is an
intrapersonal perspective in that it outlines the qualities of
authentic leaders and how to develop them. On the other hand,
the theoretical approach is a developmental perspective that
identifies the components that define and create authentic
leadership.
Personal Meaning

2. When I think of authentic leadership, I think of leadership born
of strong character and virtue, in the service of the common
good. The idea of character meaning, “I must value my
character, be invested in it, see it as an end in itself” (The
Picket Line, n.d.). The practice of virtue in authentic leadership
means being honest, trustworthy, diligent, responsible, humble,
and just (The Picket Line, n.d.). When leadership is based on
strong character and virtue it will lead to trusting and open
connections with others. This is similar to the high-quality
exchanges that Leader-Member Exchanges theory suggests
should be developed.
Strategies
One strategy that leaders can use for authenticity is to
continually seek personal mastery. Personal mastery is “a set of
specific principles and practices that enables a person to learn,
create a personal vision, and view the world objectively”
(Grimsley, n.d.). As authentic leadership stems from knowing
oneself, the discipline of personal mastery will help leaders
reflect on life experiences to broaden their awareness of how
things really are and to deepen their understanding of self.
Another strategy that can be used is being open to the ideas,
feedback, and criticisms of others. There is much to learn if
leaders can humble themselves and this practice of learning will
help leaders stay grounded (George, Sims, McLean, & Mayer,
2007, p. 4,7).
References:
George, B., Sims, P., McLean, A.N. & Mayer, D. (2007).
Discovering your authentic leadership. Harvard Business
Review, 85(2), 129- 138.
Grimsley, S. (n.d.) Personal Mastery and Peter Senge:
Definition & Examples. [Video File]. Retrieved January 20,
2018, from http://study.com/academy/lesson/personal-mastery-
and-peter-senge-definition-examples-quiz.html
Northouse, P. G. (2016). Leadership: Theory and practice (7th
ed.). Thousand Oaks, CA: Sage Publications.

3. The Picket Line. (n.d.) Twelve virtues to aspire to. Retrieved
February 3, 2018, from
https://sniggle.net/TPL/index5.php?entry=28Dec16
Post #2
Over the past five years, distrust in leaders has begun to grow
due to high profile scandals (George and McLean, 2007)
creating a high demand for authentic leadership. Authentic
leadership is about the authenticity of the leader and the
leadership (Northouse, 2016) and is differentiated by using two
different approaches; practical and theoretical. The practical
approach originated from real-life examples, training, and
development literature while the theoretical approach is based
on findings from social science research (Northouse, 2016, p.
197). Going more in-depth, the practical approach provides the
“how to” steps to be an authentic leader based off the five basic
dimensions (Northouse, 2016, p.220); understand their purpose,
have strong values, establish trusting relationships, demonstrate
self-discipline based off values, passionate about their mission
(Northouse, 2016, p. 197). The theoretical approach is based
off four major components; self-awareness, internalized moral
perspective, balanced processing, and relational transparency
(Northouse, 2016, p. 220). Overall, the two approaches have
the same desired end state however, they differentiate
themselves based off the steps made to get there.
In my opinion, having an authentic leadership style is the
difference between a successful and an unsuccessful leader.
Authentic leaders genuinely care about their followers and
organizational goals. Followers tend to display a greater level
of respect and willingness towards authentic leaders.
Two strategies a leader can use for authenticity is being honest
and a servant leader. By honesty I mean, if you have a follower
that underperforms, let them know. Don’t go behind his/her
back talking negatively about them or look for a new employee.
Give a timeframe for the underperforming employee to change
their ways and if they don’t, they get let go. Followers respect

4. upfront honesty. As a servant leader, you serve the
organization and your followers. A servant leader has a
philosophy and set of practices that enriches the lives of
followers while building a better organization (Greenleaf,
2016).
George, B., Sims, P., McLean, A. N., & Mayer, D. (2007).
Discovering Your Authentic Leadership. Harvard Business
Review, 85(2), 129-138.
Greenleaf, R. (2016). What is servant leadership?
Retrieved February 7, 2018, from
https://www.greenleaf.org/what-is-servant-leadership/
Northouse, P. G. (2016). Leadership: Theory and practice (7th
ed.). Thousand Oaks, CA: Sage Publications. ISBN: 978-1-
4833-1753-3
Post #3
Authentic Leadership focuses on providing the most authentic,
genuine, and real version of the leader and the leadership
(Northouse, 2016). It focuses on two approaches: practical and
theoretical.
In the practical sense, leaders gain experience through hands-on
approaches, training, and personal development. These leaders
know who they are and what they believe in. They are driven by
results and focus on long-term goals. They use their values to
do what’s right and develop strong relationships through trust
and compassion. This can be accomplished based on five basic
dimensions: understanding purpose, having strong values,
establishing trusting relationships, demonstrating self-discipline
based off values, being passionate about their mission
(Northouse, 2016, p. 197)
In the theoretical sense, authentic leadership is “a pattern of
leadership behavior that draws upon and promotes both positive
psychological capability and a positive ethical climate, to foster
greater self-awareness, an internalized moral perspective,

5. balancing processing of information, and relational transparency
on the part of leaders working with followers, fostering positive
self-development” (Northhouse, 2016, p. 201). Thus, they rely
on patterns to grow, process information, and create a positive
environment. This often stems from using social science
research, and focusing this effort in developing four major
components: self-awareness, internalized moral perspective,
balanced processing, and relational transparency (Northouse,
2016, p. 220).
Thus, these two aspects seem very similar in their goals. Both
want positive climates and networks, self-awareness, and
transparency (strong values). However, they do appear to be
different in the route they take. Practical seems to be more
focused on self-development through hands on approaches while
theoretical uses patterns and theory.
To me, authentic leadership is based on being authentic or
genuine. These leaders have strong self-awareness, understand
themselves, and thus do what is natural to them. These are not
leaders that have to “fake it until they make it” but rather, they
have developed a strong personal mastery and can use this to
inspire and attract followers. They have integrity,
accountability, and strong values that can be passed on to those
around them.
The two strategies a leader can use are: 1. Personal mastery and
2. Constructive criticism. Personal mastery is developing
yourself with a personal purpose statement in which you can
grow to achieve (Senge, 2006). In this, a personal can become
self-actualized and be authentic. The other one can be used is to
elicit constructive criticism. This can help the leader grow,
learn from successes and failures and always be improving.
References
Northouse, P. G. (2016). Leadership: theory and practice (7th
ed.). Thousand Oaks, CA: SAGE Publications, Inc.
Senge, P. (2006). The fifth discipline: The art & practice of a
learning organization. New York, NY: Currency/Doubleday