Post #1Practical ApproachAuthentic leadership is both a practi.docxharrisonhoward80223
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.
7 Communication Habits of Emotionally Intelligent Leaders.pdfEnterprise Wired
Here, Enterprise Wired delves into 7 communication habits that characterize emotionally intelligent leaders: 1. Active Listening 2. Empathetic Communication 3. Self-aware Transparency 4. Adaptability in Communication 5. Inspirational Vision
The Leadership Challenge NotesLeadership is a relationship be.docxarnoldmeredith47041
The Leadership Challenge Notes
“Leadership is a relationship between leaders and followers. A more complete picture of leadership develops when you understand what people look for in someone they would willingly follow” (Kouzes and Posner 2017, p. xiii).
PART 1. WHAT LEADERS DO AND WHAT CONSTITUENTS EXPECT
Chapter 1. The Five Practices of Exemplary Leadership.
Using the stories of two people who each took advantage of an opportunity to lead their organization to excellence, the authors introduce their leadership model, The Five Practices of Exemplary Leadership.
The Five Practices
Ordinary people who guide others along pioneering journeys follow similar paths, marked by common patterns of action. When getting extraordinary things done in organizations, leaders engage in Five Practices that are available to anyone who accepts the leadership challenge:
Model the Way
Inspire a Shared Vision
Challenge the Practice
Enable Others to Act
Encourage the Heart
This model has stood the test of time—research confirms that it’s just as relevant now as when Kouzes and Posner first began their investigation.
Leadership is a Relationship
Leadership is a relationship between those who aspire to lead and those who choose to follow. Success in leadership, business and life is a function of how well people work and play together, and success in leading depends on the capacity to build and sustain the human relationships that enable people to extraordinary things done
Ten Commitments of Leadership
The behaviors that serve as the basis for learning to lead are embedded in The Five Practices:
Model the Way
Find your voice by clarifying your personal values
Set the example by aligning actions with shared values
Inspire a Shared Vision
Envision the future by imagining exciting and ennobling possibilities.
Enlist others in a common vision by appealing to shared aspirations.
Challenge the Process
Search for opportunities by seeking innovative ways to change, grow, and improve.
Experiment and take risks by constantly generating small wins and learning from mistakes.
Enable Others to Act
Foster collaboration by promoting cooperative goals and building trust.
Strengthen others by sharing power and discretion.
Encourage the Heart
Recognize contributions by showing appreciation for individual excellence.
Celebrate the values and victories by creating a spirit of community.
Chapter 2. Credibility is the Foundation of Leadership
The authors discuss the research into the four qualities that people believe are essential to exemplary leadership, on which all great leadership is built.
What People Look for and Admire in Their Leaders
Over a period of more than 20 years, the authors asked more than 75,000 people around the globe what values they most looked for and admired in a leader, someone “whose direction they would willingly follow.”
Only four out of 20 qualities have continuously receiv.
Post #1Practical ApproachAuthentic leadership is both a practi.docxharrisonhoward80223
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.
7 Communication Habits of Emotionally Intelligent Leaders.pdfEnterprise Wired
Here, Enterprise Wired delves into 7 communication habits that characterize emotionally intelligent leaders: 1. Active Listening 2. Empathetic Communication 3. Self-aware Transparency 4. Adaptability in Communication 5. Inspirational Vision
The Leadership Challenge NotesLeadership is a relationship be.docxarnoldmeredith47041
The Leadership Challenge Notes
“Leadership is a relationship between leaders and followers. A more complete picture of leadership develops when you understand what people look for in someone they would willingly follow” (Kouzes and Posner 2017, p. xiii).
PART 1. WHAT LEADERS DO AND WHAT CONSTITUENTS EXPECT
Chapter 1. The Five Practices of Exemplary Leadership.
Using the stories of two people who each took advantage of an opportunity to lead their organization to excellence, the authors introduce their leadership model, The Five Practices of Exemplary Leadership.
The Five Practices
Ordinary people who guide others along pioneering journeys follow similar paths, marked by common patterns of action. When getting extraordinary things done in organizations, leaders engage in Five Practices that are available to anyone who accepts the leadership challenge:
Model the Way
Inspire a Shared Vision
Challenge the Practice
Enable Others to Act
Encourage the Heart
This model has stood the test of time—research confirms that it’s just as relevant now as when Kouzes and Posner first began their investigation.
Leadership is a Relationship
Leadership is a relationship between those who aspire to lead and those who choose to follow. Success in leadership, business and life is a function of how well people work and play together, and success in leading depends on the capacity to build and sustain the human relationships that enable people to extraordinary things done
Ten Commitments of Leadership
The behaviors that serve as the basis for learning to lead are embedded in The Five Practices:
Model the Way
Find your voice by clarifying your personal values
Set the example by aligning actions with shared values
Inspire a Shared Vision
Envision the future by imagining exciting and ennobling possibilities.
Enlist others in a common vision by appealing to shared aspirations.
Challenge the Process
Search for opportunities by seeking innovative ways to change, grow, and improve.
Experiment and take risks by constantly generating small wins and learning from mistakes.
Enable Others to Act
Foster collaboration by promoting cooperative goals and building trust.
Strengthen others by sharing power and discretion.
Encourage the Heart
Recognize contributions by showing appreciation for individual excellence.
Celebrate the values and victories by creating a spirit of community.
Chapter 2. Credibility is the Foundation of Leadership
The authors discuss the research into the four qualities that people believe are essential to exemplary leadership, on which all great leadership is built.
What People Look for and Admire in Their Leaders
Over a period of more than 20 years, the authors asked more than 75,000 people around the globe what values they most looked for and admired in a leader, someone “whose direction they would willingly follow.”
Only four out of 20 qualities have continuously receiv.
The Role of Emotional Intelligence in Leadership: 1. Enhanced Decision-Making 2. Effective Communication 3. Building a Positive Organizational Culture 4. Conflict Resolution and Team Dynamics
The Influence of Spiritual Intelligence on Ethical Behaviour in ITES Organiza...RSIS International
In recent decades, the topic of spirituality in
organizations, are increasingly trepidations the researchers that
it will be remembered as a benevolent of intelligence. Nowadays,
the two concepts of spirituality and ethicality are extensively
debated by organizations. Spiritual intelligence is defined as a set
of mental capacities which contribute to the awareness,
integration, and adaptive application of the nonmaterial and
transcendent aspects of one’s existence, leading to such outcomes
as deep existential reflection, enhancement of meaning,
recognition of a transcendent self, and mastery of spiritual states.
Spiritual intelligence concerns the ability to become more
conscious of the lower motivations (i.e. fear, greed, ego) and how
to transform these to higher motivations that are more
sustainable (i.e. creativity, serving the community, etc.).The term
“ethical behaviour” refers to how an organization ensures that
all its decisions, actions, and stakeholder interactions conform to
the organization’s moral and professional principles.
The objectives of the research is to examine the influence of
spiritual intelligence and human values on ethical behavior in
selected ITES Organizations in Bangalore and to find and use
the deepest inner resources(Spiritual Intelligence & Ethical
Behavior) from which comes the capacity to care and the power
to tolerate and adapt in ITES
Research instruments in a form of a questionnaire will be used to
obtain data from managers and employees about their spiritual
intelligence and humane values of selected ITES Organizations
in Bengaluru. Spiritual intelligence is defined as a set of mental
capacities which contribute to the awareness, integration, and
adaptive application of the nonmaterial and transcendent
aspects of one’s existence, leading to such outcomes as deep
existential reflection, enhancement of meaning, recognition of
a transcendent self, and mastery of spiritual states. Spiritual
intelligence represents the extent to which higher values,
meaning and a sense of purpose influence an individual’s
decisions and actions. Spiritual intelligence concerns the ability
to become more conscious of the lower motivations (i.e. fear,
greed, and ego) and how to transform these to higher motivations
that are more sustainable (i.e. creativity, serving the community,
etc. This research will try to study the understanding of the
connection of spiritual intelligence and human values, as well as
the influence they have on employees and managers ethical
behavior.
WEEK 12Building and leading teams (part 1) Leadership in pract.docxmelbruce90096
WEEK 12
Building and leading teams (part 1)
Leadership in practice
12.1 Aims this week
The focus this week is on: ‘Building and Leading Teams’ This is outlined below:
· Develop an understanding of the practice of leadership in early childhood settings/centres
· Consider leadership of self and others within the team
· Reflect on the specific aspects of leadership likely to be most effective in supporting learning and personal development within teams
· Engage with relevant theory and reflect on leadership practice
We begin the week by considering the following quote in relation to building and leading teams:
‘Effective leadership and teamwork are considered to be factors which contribute to increased self-esteem, high job satisfaction and staff morale, reduced stress and a decreased likelihood of staff burnout’ (Schiller, 1987 cited in Rodd 2006:p.147).
In order to achieve effective leadership and team work it is important to consider how we lead, guide and support individuals as well as teams.
.
12.2 Follow my leader
.
.
A fairly standard definition of leadership is one such as behaviour that enables and assists others to achieve personal and organisational ambitions and goals.
.
This suggests that leadership might have as much to do with making helpful suggestions as issuing strategic directives (to the team), as much about listening to other people’s ideas as expounding your own, and as much about gentleness as about toughness.
.
Effective leadership is about helping people and teams to be as effective as they have the potential to be. Leadership which flows from this idea, has some important features:
.
· Leadership needs to be seen as a function of a group rather than the role of an individual
.
· Leadership can be behaviour which gives power away
.
.
· The aims of leadership should be the increase of self-directedness and the release of energy, imagination and creativity in all those who form the organisation
.
· Leadership behaviour also needs to be designed by the followers. Leaders need to seek information from their colleagues about the sort of leadership that suits them best as a team
.
· One of the key functions of leadership is to help in the creating of conditions in which people feel motivated to work to the optimum levels of their capacity, energy, interest and commitment
.
In striving for more life enhancing forms of leadership, we need to question our very assumptions about people and personal power. This new concept of leadership adopts an approach, which recognises that, the potential and power to work effectively lies within the person as well as the team rather than the leader. We still cling on to assumptions that people cannot be trusted to direct their own work and that they must be instructed, guided, monitored, controlled, rewarded and punished – the theory X position discussed in week 3. Life centred leaders believe in the basic dignity and worth of people and in their capacity for c.
The Role of Emotional Intelligence in Effective Leadership.pdfJay Das
Developing your emotional intelligence takes time and effort, but it is a worthwhile investment. Leaders also need cutting-edge tools and project management software like Orangescrum to effectively collaborate and manage their team members. It provides features to make every project a success irrespective of their team size and department.
Synthetic Fiber Construction in lab .pptxPavel ( NSTU)
Synthetic fiber production is a fascinating and complex field that blends chemistry, engineering, and environmental science. By understanding these aspects, students can gain a comprehensive view of synthetic fiber production, its impact on society and the environment, and the potential for future innovations. Synthetic fibers play a crucial role in modern society, impacting various aspects of daily life, industry, and the environment. ynthetic fibers are integral to modern life, offering a range of benefits from cost-effectiveness and versatility to innovative applications and performance characteristics. While they pose environmental challenges, ongoing research and development aim to create more sustainable and eco-friendly alternatives. Understanding the importance of synthetic fibers helps in appreciating their role in the economy, industry, and daily life, while also emphasizing the need for sustainable practices and innovation.
The Art Pastor's Guide to Sabbath | Steve ThomasonSteve Thomason
What is the purpose of the Sabbath Law in the Torah. It is interesting to compare how the context of the law shifts from Exodus to Deuteronomy. Who gets to rest, and why?
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The Influence of Spiritual Intelligence on Ethical Behaviour in ITES Organiza...RSIS International
In recent decades, the topic of spirituality in
organizations, are increasingly trepidations the researchers that
it will be remembered as a benevolent of intelligence. Nowadays,
the two concepts of spirituality and ethicality are extensively
debated by organizations. Spiritual intelligence is defined as a set
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integration, and adaptive application of the nonmaterial and
transcendent aspects of one’s existence, leading to such outcomes
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recognition of a transcendent self, and mastery of spiritual states.
Spiritual intelligence concerns the ability to become more
conscious of the lower motivations (i.e. fear, greed, ego) and how
to transform these to higher motivations that are more
sustainable (i.e. creativity, serving the community, etc.).The term
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all its decisions, actions, and stakeholder interactions conform to
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The objectives of the research is to examine the influence of
spiritual intelligence and human values on ethical behavior in
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the deepest inner resources(Spiritual Intelligence & Ethical
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capacities which contribute to the awareness, integration, and
adaptive application of the nonmaterial and transcendent
aspects of one’s existence, leading to such outcomes as deep
existential reflection, enhancement of meaning, recognition of
a transcendent self, and mastery of spiritual states. Spiritual
intelligence represents the extent to which higher values,
meaning and a sense of purpose influence an individual’s
decisions and actions. Spiritual intelligence concerns the ability
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greed, and ego) and how to transform these to higher motivations
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Leadership in practice
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The focus this week is on: ‘Building and Leading Teams’ This is outlined below:
· Develop an understanding of the practice of leadership in early childhood settings/centres
· Consider leadership of self and others within the team
· Reflect on the specific aspects of leadership likely to be most effective in supporting learning and personal development within teams
· Engage with relevant theory and reflect on leadership practice
We begin the week by considering the following quote in relation to building and leading teams:
‘Effective leadership and teamwork are considered to be factors which contribute to increased self-esteem, high job satisfaction and staff morale, reduced stress and a decreased likelihood of staff burnout’ (Schiller, 1987 cited in Rodd 2006:p.147).
In order to achieve effective leadership and team work it is important to consider how we lead, guide and support individuals as well as teams.
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12.2 Follow my leader
.
.
A fairly standard definition of leadership is one such as behaviour that enables and assists others to achieve personal and organisational ambitions and goals.
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This suggests that leadership might have as much to do with making helpful suggestions as issuing strategic directives (to the team), as much about listening to other people’s ideas as expounding your own, and as much about gentleness as about toughness.
.
Effective leadership is about helping people and teams to be as effective as they have the potential to be. Leadership which flows from this idea, has some important features:
.
· Leadership needs to be seen as a function of a group rather than the role of an individual
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· Leadership can be behaviour which gives power away
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.
· The aims of leadership should be the increase of self-directedness and the release of energy, imagination and creativity in all those who form the organisation
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· Leadership behaviour also needs to be designed by the followers. Leaders need to seek information from their colleagues about the sort of leadership that suits them best as a team
.
· One of the key functions of leadership is to help in the creating of conditions in which people feel motivated to work to the optimum levels of their capacity, energy, interest and commitment
.
In striving for more life enhancing forms of leadership, we need to question our very assumptions about people and personal power. This new concept of leadership adopts an approach, which recognises that, the potential and power to work effectively lies within the person as well as the team rather than the leader. We still cling on to assumptions that people cannot be trusted to direct their own work and that they must be instructed, guided, monitored, controlled, rewarded and punished – the theory X position discussed in week 3. Life centred leaders believe in the basic dignity and worth of people and in their capacity for c.
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4. “ TO HANDLE YOURSELF, USE YOUR
HEAD; TO HANDLE OTHERS, USE YOUR
HEART.”
-ELEANOR ROOSEVELT
The overall message is that a balanced approach, using both the head (logic, reason)
and the heart (empathy, compassion), is essential for effectively navigating both
personal and interpersonal realms. It encourages a holistic perspective that combines
intellectual and emotional intelligence to handle oneself and others effectively.
5. Authentic leadership is a type of management style
in which people act in a real, genuine and sincere way
that is true to who they are as individuals. Proponents of
authentic leadership say this type of leader is best
positioned to inspire trust, loyalty and strong
performance from employees.
6. Authentic leadership has its roots in ancient Greek
philosophy, which examined the development of
cardinal virtues such as prudence, temperance, justice
and fortitude in a leader.
However, authentic leadership came to the forefront
of management studies in the past few decades with
the publication of several research papers, articles and
books.
HISTORY OF AUTHENTIC LEADERSHIP
7. They are focused on delivering results, particularly in the long
term.
They are driven by the organization's mission and needs, and
not their own ego.
They have integrity and are guided by morals, while also
displaying strong ethical traits.
They are disciplined and committed to their own improvement
and growth.
They possess a healthy amount of emotional intelligence and
are empathetic to others' needs.
CHARACTERISTICS OF AUTHENTIC LEADERSHIP
8. Genuine Self-Expression:
Authentic leaders embrace their true selves,
demonstrating sincerity and transparency. By being
genuine, they foster an open and inclusive
environment where students feel safe to express their
thoughts and ideas.This encourages collaboration,
creativity, and intellectual growth.
KEY TRAITS OF AUTHENTIC LEADERSHIP
9. Trustworthiness and Integrity:
Authentic leaders consistently uphold ethical values
and act with integrity.They earn the trust of students,
parents, and colleagues by making fair and honest
decisions.Trust is the foundation for effective
learning, as it encourages students to take risks, ask
questions, and engage in meaningful discussions.
KEY TRAITS OF AUTHENTIC LEADERSHIP
10. Empathy and Active Listening:
Authentic leaders empathize with their students,
understanding their needs, challenges, and aspirations.They
actively listen and seek to understand diverse perspectives,
allowing them to tailor their teaching approach and provide
individualized support. By fostering empathy, authentic
leaders create a nurturing environment that enhances
students’ well-being and promotes holistic development.
KEY TRAITS OF AUTHENTIC LEADERSHIP
11. 4 COMPONENTS OF
AUTHENTIC LEADERSHIP
1. Self-Awareness.
2. RelationalTransparency.
3. Balanced Processing.
4. Strong Moral Code.
12. This ability is acquired from self-knowledge. True leadership
is achieved by knowing yourself. It is not feasible to lead
others if self-leadership does not exist first. Self-awareness is
the ability to go within each one, discover the innate or
acquired aspects that are helpful for one's own development
and that of others, and be able to recognize those that need
improvement
1. SELF-AWARENESS
13. Moving forward in the process of authentic leadership, there
is an essential foundation that starts from being, and then,
through making concrete, daily actions. The way of being,
the ways and behaviors, define the transparent relationship
with others. Here it is relevant to be a person of integrity and
coherence between what is thought, said, done, and felt. This
concordance increases credibility in relationships with teams.
2. RELATIONAL TRANSPARENCY
14. To develop this aspect, the balance of emotions and the use of the
two hemispheres of the brain contribute: left, more rational, and
right, softer.
This leads to improving the expression and exercise of authentic
leadership by weighing the different alternatives when making
decisions, to stop relying so much on one's own mental models to
incorporate valuable information from others and to be able to
achieve consensus regarding the steps to take.
3. BALANCED PROCESSING
15. The willingness to be faithful to the principles of the person who
aspires to exercise authentic leadership is also very relevant since in
this way their behavior will be in line with their fundamental values.
The standards regarding good practices when leading allow to
reinforce the coherence mentioned above and to create trust
frameworks that build bridges with others. The authentic leader
integrates, supports, stimulates, motivates, and identifies with
positive values that allow co-creating results not only for the company
but also considers employees as a fundamental part of that process.
4. STRONG MORAL CODE
16. “Authentic leadership is revealed in
the alignment of what you think, what
you say and what you do.”
-Michael Holland
Editor's Notes
1. "To handle yourself, use your head": - This part of the quote suggests that when it comes to dealing with your own personal matters, decisions, and actions, it is important to use your intellect, reason, and logical thinking. - It emphasizes the importance of being self-aware, introspective, and making decisions based on sound judgment and careful consideration. - This approach helps you navigate your own life, challenges, and personal growth in a thoughtful and effective manner. 2. "To handle others, use your heart": - This part of the quote highlights the importance of empathy, compassion, and emotional intelligence when interacting with and dealing with other people. - It suggests that when engaging with others, it is crucial to approach them with an open heart, understanding, and a genuine concern for their well-being. - This emotional intelligence and sensitivity can help you build stronger relationships, communicate more effectively, and handle interpersonal situations with care and consideration.
Now lets answer the question What is Authentic Leadership?
According to Bill George, Authentic Leadership consists of four main components:
. In turn, there is awareness of the impact and influence that emanates from the person to others, and how this impacts and transforms the environment.
For example, a leader who hides essential aspects of his being, or who weaves confabulations and conspiracies, generates distrust. Instead, one that assertively projects authenticity is transparent and fosters deeper bonds.
From the point of view of emotional intelligence, the field of self-regulation is strategic in this perspective of human development applied to authentic leadership.
Along with the collaborative, exponential, and conscious leadership, which are other aspects that are emerging strongly at this time, this style shares traits with those, and, among all, they are promoted in the construction of new ways of leading organizations and companies, and project them with more integrity, care and transparency: three pillars of which today's world lacks, and not only in business.
