Leadership for a New Century

Abstract

This article proposes a framework for authentic leadership based on: authenticity in leadership actions and interactions; vision derived from the good intentions-intentionality-of committed people; spirituality which is built from engagement in meaningful relationships and from a sense of being connected to something larger than self; and from sensibility to the feelings, aspirations and needs of others, with special reference to the multicultural settings in which many leaders operate, and in the light of the increasing globalization trends in life and work. The authors argue that authenticity in leadership can help restore human, ethical, moral and spiritual dimensions to organizational relationships, thus making organizations better places in which to work, both in terms of productivity and quality of life.

Effective Leadership in Organizations: African Ethics and Corruption

“…Nowadays, leaders cannot so easily manipulate their organisations and as such leadership is not considered to be sacrosanct anymore and it is increasingly called to account [9]. It is interesting to note that early literature has spoken to acts of compliance where individuals often behave in a manner that is consistent with organisational norms and values, despite having personal values and beliefs that are at a variance with such desired behaviours [22].…”

“…A true leader promotes good governance, policies, management practices, and a range of interpersonal relationships which demonstrate respect for the values and sensitivities of all stakeholders [9]. A true leader in especially and African context is a paradox in action.…”

“…Deloitte & Touche in a 2007 survey assert that leaders in organisations play focal roles in establishing the workplace climate [8]. Nonetheless, what is important to note is that leadership is increasingly based on personal integrity, and stewardship including partnership and empowerment, and an end to paternalism [9]. It is perhaps opportune to quote Alexander Solzhenitsyn who stated: "It is not because the truth is too difficult to see that we make mistakes.…”

Beyond Good Teaching Practices: Language Teacher Leadership From the Learners’ Perspective

“…Authentic leadership places an emphasis on leadership being constructed with followers through ethical, honest relationships and genuine actions. Authentic leaders build their legitimacy through compassion, a sincere concern for others, and consistency in their behavior (Bhindi & Duignan, 1997). An important dimension of authentic leadership is that it is not predicated on power and authority, but on credibility and trust bestowed by followers; hence it requires a ceaseless sense of integrity and responsibility (George, 2010;Walumbwa, Avolio, Gardner, Wernsing, & Peterson, 2008).…”

Turizm Sektöründe Kadın Girişimciler ve Yöneticiler Açısından Otantik Liderliğin Sosyal Tembellik Üzerindeki Etkileri: Yaşam Tatmininin Düzenleyici Rolü

“…Örgütsel davranış alanında otantik liderlik teorisi ve uygulaması üzerine yapılan çalışmalar son otuz yılda büyük bir gelişme göstermiştir (Henderson ve Hoy, 1983;Bhindi ve Duignan, 1997;Begley, 2001;George, 2003;Luthans ve Avolio, 2003;Avolio ve diğ., 2004;Gardner ve Schermerhorn, 2004;Pittinsky ve Tyson, 2005). Otantik liderlik teorisinin üç temel amacı mevcuttur: (1) Otantik liderlik, şirketlerde etik krizler üzerinde yoğunlaşmak suretiyle büyük şirket skandalları ve kötü yönetim uygulamalarının azaltılmasına/önlenmesine yardımcı olmak, (2) Etik iklimi teşvik edecek, güven bunalımını ortadan kaldıracak, etik ve sosyal olarak sorumlu tarzda işi yürütmeye yardımcı olacak bir etik pusula olmak ve 3) İnsanların işlerinde anlam bulmasına yardımcı olmak ve örgüt üyelerinin refahını artırmak (Algera ve LipsWiersma, 2012: 118).…”