Fast-tracking authentic leadership development by means of a programme

Wulffers, Tineke; Bussin, Mark; Hewitt, Magda

doi:10.4102/sajhrm.v14i1.764

Cited by 6 publications

(6 citation statements)

References 31 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…These contribute to the chronic workforce shortages experienced in the sector [2]. Professional leadership is the third component described by Wulffers and colleagues [20]. Professional leadership is the development of willing cooperation, the provision of direction, the process, and the coordination of organisational members to attain organisational goals.…”

Section: Development Of Authentic Leadership Practicementioning

confidence: 99%

In Authenticity, We Trust – The Influencing Functions and Behaviours of Aged Care Leaders to Bridge the Intention-Experience Disparity of Followers

PhD

2022

APJHM

View full text Add to dashboard Cite

Study Design: This paper is an output from a mixed methods study of aged care employees in which the quantitative results examining the effects of leadership style on organisational identification (OID) and job satisfaction (JS) of aged care employees populated the agenda for semi-structured interviews and the transcripts subjected to interpretative phenomenological analysis (IPA). Purpose: The purpose of this paper is to identify the influencing functions and relate them to associated influencing behaviours of authentic leaders to assist in reducing the intention-experience disparity (IED) found in the thematic analysis of the transcripts of semi-structured interviews of the study participants. Findings and Research Outcomes: Job burnout and organisational disengagement were prevalent in participants. The researcher identified that while aged care leaders worked assiduously to engage their staff, an Intention-Experience Disparity (IED) was operating. Leaders' influencing functions and behaviours are documented from the evidence-based literature and a conceptual model based on authentic leadership principles developed. Research Limitations/Implications: The research deployed quantitative measurements to determine the differences in responses to an on online questionnaire that deployed the Multifactor Leadership Questionnaire™ (MLQ5X[Short]), the Identification with a Psychological Group Scale (IDPG) and the Measure of Job Satisfaction (MJS) and differences between responses from leaders and their raters between measured. These differences were used to explore participants' lived experiences and how they made sense of their personal and social worlds at work. In the quantitative study, there may be an overstatement of the strength of the relationship between variables among those motivated to participate in the study. The qualitative study required the researcher to describe the research context thoroughly. Those who wish to transfer the results of this study to a different context than aged care must judge the transferability of findings.

show abstract

Section: Development Of Authentic Leadership Practicementioning

confidence: 99%

In Authenticity, We Trust – The Influencing Functions and Behaviours of Aged Care Leaders to Bridge the Intention-Experience Disparity of Followers

PhD

2022

APJHM

View full text Add to dashboard Cite

show abstract

“…Much has been written on the nature and value of coaching (Cox, Bachkirova, & Clutterbuck, 2014; Grant, 2017; Hawkins, 2014; Law, 2013; Stout Rostron, 2009; Van Coller‐Peter, 2015), including coaching toward increased individual and group AL (Fusco, O'Riordan, & Palmer, 2016a, 2016b; Kinsler, 2014; Wulffers, Bussin, & Hewitt, 2016). Coaching is about facilitating awareness and discovering new knowledge about the self and others through the combined process of relating, questioning, reflecting, listening, and then applying what has been learnt (Griffiths & Campbell, 2009) to facilitate the emergence of new solutions (Kauffman, 2006).…”

Section: Coaching As a Modality For Al Developmentmentioning

confidence: 99%

Operationalizing an Internal Compass Toward True North in the Development of Authentic Leadership: A Coaching Approach

Wulffers

Carmichael

2020

J of Leadership Studies

Self Cite

View full text Add to dashboard Cite

Authentic leadership (AL) has been classified as one of the foundational forms of positive leadership and is less a style than a mental model. The literature draws on the analogy of a compass by which leaders may continuously navigate toward their “True North” or optimal state. The current research, which forms part of a much larger mixed methods study on AL development, explored ways for leaders to build their own internal AL compass against which to regulate their behavior. The study centered on an executive leadership team which was coached through an AL development program. Data for the paper were collected via individual semi‐structured interviews, then thematically analyzed to identify the internal and external factors influencing participants’ AL development. The findings illustrate how leaders can identify the current state of their internal selves through facilitated examination of their internal identity, purpose, values, beliefs, and psychological states, which are collectively referred to as AL levels. By deliberately refining their AL levels, they were able to adjust their visible behaviors to greater effectiveness. Leaders were then able to take steps toward constructing their internal compass to maintain their “True North” trajectory toward AL. A framework is proposed for the development of an internal AL compass.

show abstract

“…Management scholars have focused on developing authenticity in the leader, (Atewologun, 2011). As an example, Wulffers, Bussin, and Hewitt (2016) regard AL as “leadership by presence that goes beyond position and allows one to be true to self, while also being true to one’s organizational environment” (p. 11). However, authenticity is not only about the self, but it is also about the self-in-relation (Gardiner, 2015).…”

Section: Authentic Leadership and Ethicsmentioning

confidence: 99%

Authentic Leadership Through an Ethical Prism

Gardiner

2017

Advances in Developing Human Resources

View full text Add to dashboard Cite

The Problem. Authentic leadership (AL) focuses on enhancing the capabilities and capacities of leaders. Instead of focusing on the leader, this article considers the ethical challenges of fostering authenticity among employees. One such challenge is that marginalized groups may feel unable to be true to their values, a key premise of authentic leadership. To foster workplaces where marginalized groups feel able to be true to themselves, we must consider the cultural and structural barriers that can negatively affect people's ability to express themselves in the workplace. Hence, when considering the merits of AL, it is important for human resource development (HRD) professionals to consider what occurs when employees do not fit institutional norms. The Solution. Creating the conditions for a relational authentic approach to AL that allows authentic otherness to flourish is an important and complex ethical task, one that HRD scholars and practitioners are uniquely placed to encourage. The Stakeholders. HRD scholars and practitioners interested in creating the conditions that encourage the flourishing of authentic otherness among employees.

show abstract

Fast-tracking authentic leadership development by means of a programme

Cited by 6 publications

References 31 publications

In Authenticity, We Trust – The Influencing Functions and Behaviours of Aged Care Leaders to Bridge the Intention-Experience Disparity of Followers

In Authenticity, We Trust – The Influencing Functions and Behaviours of Aged Care Leaders to Bridge the Intention-Experience Disparity of Followers

Operationalizing an Internal Compass Toward True North in the Development of Authentic Leadership: A Coaching Approach

Authentic Leadership Through an Ethical Prism

Contact Info

Product

Resources

About