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Impact on staff

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© University of Southern Queensland

The consequences of a leader’s actions in terms of how they behave will directly impact on future leader behaviour and team member behaviour.

The authentic leadership model is based upon the leader being true to themselves. When action undertaken has been inspired by their own values and beliefs, their actions and behaviours are perceived as authentic, and genuine.

Studies have found that authentic leadership comprises of four main dimensions:

  1. self-awareness: knowing themselves has long being acknowledged as being key to leadership. A thorough understanding of themself and the way they come across to others influences many aspects of leadership
  2. an internalised moral perspective: defined by a strong moral code and every action taken is driven by that code
  3. relational transparency: willingness to openly discuss their thoughts, ideas and feelings with those around them
  4. balanced processing: degree to which a leader is able to seek out and objectively review information before taking action

The 2018 study also found a significant overlap between transformational, ethical and authentic leadership. (Oxford Review, 2022)

If managers lie or act unfairly, do not keep their word, and are biased by their own interests, they are creating future expectations that other managers will act in the same way or copy their leader. Here, the leader is not being authentic. This means that other managers (who are followers in this context) will not have positive expectations of the leader’s behaviour into the future.

The researchers also suggest that authentic leaders need to build trust, be sincere and honest, maintain high moral values and act objectively when making decisions.

How does this relate to transitioning from friend to leader?

Discussion

Look at each of the 4 dimensions. What is the impact on staff within each of the dimensions? Self-reflect – how do you show authenticity to your staff? Are there areas you need to work on?

Share your thoughts below with your peers.

References
Agote, L., Aramburu, N., & Lines, R. (2016). Authentic leadership perception, trust in the leader, and followers’ emotions in organisational change processes. The Journal of Applied Behavioural Science, 52(1), pp. 35–63. doi:https://doi-org.ezproxy.usq.edu.au/10.1177%2F0021886315617531
Kafilat, Blog, The Oxford Review Briefings https://oxford-review.com/impact-authentic-leaders-have-on-employees-during-organisational-change/
© University of Southern Queensland
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Transitioning From Friend To Leader

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