Given the current need for more principled, people-focused leadership, leadership research has begun to move away from its traditional emphasis on transformational and charismatic leadership toward a greater focus on a more universal, interpersonal perspective where the interface linking the follower and leader is the key factor (van Dierendonck, 2011). This perspective has inspired several new leadership theories. One of the most recent approaches to studying leadership is authentic leadership. Avolio, Gardner, Walumbwa, Luthans, and May (2004) have defined authentic leaders as individuals “who are deeply aware of how they think and behave and are perceived by others as being aware of their own and others’ values/moral perspective knowledge, and strengths; aware of the context in which they operate; and who are confident, hopeful, optimistic, resilient, and high on moral character” (p. 802). In particular, authentic leaders connect to their followers by believing in who they are and by displaying a strong, confident moral character. Authentic leaders encourage authenticity in their followers by being transparent and by sharing their moral perspective (van Dierendonck, 2011). Authentic leaders instill hope and trust in their followers and they enhance their followers’ belief in the organization they work for which, in turn, results in greater follower satisfaction, commitment, and engagement (Jex & Britt, 2014). The research on authentic leadership is still in its infancy; however, much of it extends past research on charismatic and transformational leadership.
Another recent trend in the study of organizational leadership is servant-leadership. Compared to other leadership styles where the fundamental goal is to ensure the welfare of the organization, a servant leader is concerned with the well-being of their followers (Greenleaf, 1997). A servant leader is not motivated by the need for power but instead forgoes self-interest due to their desire to serve others. Specifically, servant-leaders devote time and attention to establish relationships with followers, empower followers by taking their feedback into account, develop followers by providing them with opportunities to grow, display high ethical standards, show humility, put followers first, accept people for who they are, provide current and future direction, and serve as authentic stewards (Jex & Britt, 2014). In sum, servant leadership is based on a commitment to the autonomy, personal growth, and well-being of individual employees, the survival of the organization, and a responsibility to the community (van Dierendonck, 2011).
Upon reviewing transformational leadership, authentic leadership, and servant leadership, it is clear that these approaches share several commonalities (e.g., focus on follower well-being, the ability to inspire others) – so are these theories truly distinct? Some researchers argue that they are. For instance, the primary allegiance of transformational leaders is to the organization, where servant and authentic leaders are committed to the well-being of the individual employee (van Dierendonck, 2011). Alternatively, while authentic and servant leaders share the characteristics of authenticity and humility, servant leaders place emphasis on stewardship and empowering followers that authentic leaders simply do not. It is your task to continue to review the resources shared this week to develop a deeper understanding of these leadership approaches and determine if they are conceptually distinct and how they can be applied to enhance the skillset of present-day leaders.
Be sure to review this week’s resources carefully. You are expected to apply the information from these resources when you prepare your assignments.
References
Avolio, B. J., Gardner, W., L., Walumbwa, F. O., Luthans, F., & May, D. R. (2004). Unlocking the mask: A look at the process by which authentic leaders impact follower attitudes and behaviors. The Leadership Quarterly, 15, 801-823.
Greenleaf, R. K. (1997). The servant as leader. In R. P. Vecchio (Ed.), Leadership: Understanding the dynamics of power and influence in organizations (pp. 429-438). Notre Dame, IN, US: University of Notre Dame Press.
Jex, S. M., & Britt, T. W. (2008). Organizational psychology: A scientist-practitioner approach (2nd ed.). Hoboken, NJ: Wiley.
van Dierendonck, D. (2011). Servant leadership: A review and synthesis. Journal of Management, 37(4), 1228-126.
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