Business Finance
King Saud University Mod 12 Authentic Leadership Essay

Question Description

I’m working on a Management question and need guidance to help me study.

Authentic leadership focuses on leadership that is genuine and real. Whether something is genuine and real may likely be in the mind of the individual evaluating it or experiencing it.

  • Examine the usefulness of authentic leadership in organizations by identifying research that supports or refutes authentic leadership as a determinant of organizational or individual success.
  • In order to make the implicit explicit, identify elements of authentic leadership. Describe the behavioral elements that one might objectively see in an authentic leader.
  • Include the role of emotional intelligence in authentic leadership.
  • Identify a nationally or internationally recognizable, currently living business figure who might be described as an authentic leader and justify your selection of that individual.
  • Next, critically evaluate your authentic leadership skills in relation to the behavioral elements and emotional intelligence you identified as important. Identify any areas for personal growth as a result of this examination.

Directions:

  • Write an essay that includes an introduction paragraph, the essay’s body, and a conclusion paragraph to address the assignment’s guide questions. Do not address the questions using a question-and-answer format.

Your well-written paper should meet the following requirements:

  • Be 3-5 pages in length, which does not include the title and reference pages, which are never a part of the content minimum requirements.
  • Use SAPA style guidelines.
  • Support your submission with course material concepts, principles, and theories from the textbook and at least two current, scholarly, peer-reviewed journal articles. Current articles are those published in the last five years.


""In the attachment a course material concepts""

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Module 12: Leadership, Management, Influence, and Organizational Effectiveness Part 1 • Chapter 12 Leadership: Theory and Practice 1.  Good  leader/bad  manager   Many people tend to use the terms leadership and management interchangeably. However, these two terms are actually not the same. As you read about in Module 1, people can be very good leaders and very poor managers or vice versa. At a small organization in the northern part of the country the previous Chief Executive Officer was a man. He was an excellent leader according to the people who worked for him. He would speak very eloquently, and he inspired people to want to do a good job. He was extremely personable, and he seemed to get along with everyone. He could strike up a conversation with everyone from the vice president to the maintenance employees. He was very trustworthy and had a great moral and ethical basis. His decisions were grounded in his moral and ethical value system, and he tended to make decisions that were positive for the organization. He was always looking for ways to help others and give back to the community, and since the organization was state-funded it was difficult to do. However, he would find ways to help out. For example, he had his own parking space right by the front door. The parking lots were small, and parking was often limited so others often had to walk long distances to get into the buildings. During the winter months, this can be very difficult. Each week he would allow employees to wear jeans on Fridays if they donated a specific amount of money. The money collected throughout the month would be given to a non-profit organization on behalf of the company. If an employee donated that week, their name was placed into a drawing for the Chief Executive Officer’s parking spot for one month. So, over the course of the year, twelve individuals who donated to the good cause would get to park in his space while he parked elsewhere in the parking lot. Although this seems like a very small thing, people responded to it, and it is something they remember about him ten years after his retirement. However, this leader was not a great manager, and people remember that about him as well. He was not the best at the details of operating an organization. He was not an organized person, and he did not do a great job at controlling things within the company. He did, however, know this about himself so he hired great people who were good at managing, which hid his inability to be a good manager. This is another sign of a great leader – he was very self-aware, and he was not ashamed to admit his weaknesses and look for ways to improve those areas – even if it meant hiring good people around him. 2.  Good  manager/bad  leader   Nahlah Hajla Now, let’s say that you work for that organization and you hear that this Chief Executive Officer, who has proven to be a great leader, is retiring. Your first instinct would be to say that you hope someone who fills that position is as good a leader as he was. You want to stay with someone who is generally the same, because as humans we do not like change – we do not like to be removed from our comfort zone. The worst case scenario is that you get someone who is the complete opposite when it comes to leadership and management skills. Well, that is exactly what happened. The person who replaced this great leader had great managerial skills. He was very good at planning, organizing and controlling the operations of the organization. He enjoyed strategic planning, he was very organized and tried to make sure that the operations of the organization were very organized, and he was very good at controlling virtually everything that happened within the organization, almost to an extreme. This person was very efficient at his job as the Chief Executive Officer of the organization. He met deadlines, his reports to the board of directors were always good, and he ran a tight ship in regard to the organization. The fiscal end of the organization was very good, which is what the stakeholders want to see. However, this person was not a good leader. He was not charismatic at all. He found it very difficult to engage in conversation with anyone in the organization. He even said one time that he was virtually incapable of small-talk with people. He was not a good speaker, and oftentimes he had to have someone else in the organization speak to the public because his public speaking skills were so poor. He did not motivate people to want to do a good job, but instead he threatened them if they did not perform to his expectations. You remember from Module 6 that trustworthiness is an important factor in leaders on a global basis. This organization had a security threat and had to evacuate and close for a day this past year. Instead of telling the public about the threat the leader made the decision to cite a maintenance issue as the cause of the evacuation. This was a public building and people were coming to the building throughout the day, hoping the “maintenance issue” was fixed. Unfortunately, the media got word that there was a security threat, and instead of focusing on the threat, the media, the public and the employees within the organization focused more on why the leader of this organization would lie to everyone. His trust was completely diminished by this decision, which is a further testament to his poor leadership ability. As you can see, good leadership and good management ability do not necessarily go hand-in-hand. Often people are either good at one or the other. The goal, though, is to be able to improve your skills in both areas so you are an effective leader and an effective manager. You want to not only be able to motivate people and inspire them to be the best they can be, but you also want to be able to run an efficient and effective department or organization. Having a strong self-awareness will help you to understand your strengths and weaknesses in both leadership and management, while continuing to work on improving your skills in both areas. Nahlah Hajla ...
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Final Answer

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Running head: AUTHENTIC LEADERSHIP

Critical Thinking: The Usefulness of Authentic Leadership in an Organization
Student’s Name
Professor’s Name
Institutional Affiliation

1

AUTHENTIC LEADERSHIP

2
Introduction

Organizational leadership entails a mix of professional skills and personal attributes that
bring out a wholesome individual who can interact with people openly, handle the workplace
issues efficiently, as well as be genuine when passing any communication to their subjects.
Authentic leadership is a key attribute required to drive the economy of an organization. An
authentic leader could be described as one who can strike the delicate balance of the leader as a
person as well as the leader who is expected to play essential roles in the organization.
Authentic leadership consists in harnessing the talents of the employees and creating a
conducive working environment. Motivation, passion, trustworthiness, and sociability are some
of the attributes tied to the authentic leader. While genuine leaders strive to leave a rich legacy
for their subjects, they have to work hard to cultivate an optimistic, truthful, and trustworthy
workforce and create a workplace where everyone can realize their role in the organization. This
paper looks at the usefulness of the authentic leader while looking at the elements of authentic
leadership and the role of emotional intelligence in authentic leadership. Also, the paper will
look at Warren Buffet of Berkshire Hathaway as an authentic leader. I will also evaluate my
authentic leadership skills and identify areas of personal growth.
The usefulness of Authentic Leadership in Organizations
The difference between leaders and managers dictates the roles that each one of them
plays in the growth of an organization. While a leader is concerned with the change and mobility
of the workforce as well as the enhancement of interpersonal skills, managers focus on the
consistency and order of the workplace (Oren, 2019). With such differences in mind, what, then,
is the essence of authentic lead...

Gilmore (20686)
Purdue University

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