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eam engagement, and produces successful outcomes. An authentic transformational leader is responsive to the followers’ needs. Such a leader is a good listener and is attuned to what makes followers feel important and appreciated. Great leaders are aware of how their behavior relates to the needs of the followers and th...
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establishes an environment that fosters continuous improvement. Authentic leaders genuinely care about the followers and act with compassion to build trusting teams. An effective leader encourages others and celebrates individual and team accomplishments. Northouse (2016) asserts, “Followers and leaders are inextricabl...
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concerned with the collective good” (p. 162-163). Authentic transformational leadership positively affects followers’ moral identities and leads to positive decision-making and action by the followers. Transformational leadership positively influences a group’s ethical climate and moral action. Leaders can become stron...
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st and encourages collaboration in the workplace. Authentic leaders are genuinely passionate about the mission, inspire a shared vision and create a map for the team to follow. When a leader enables others to act, followers feel better about themselves and their contributions to the greater good. Overall, authentic lea...
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ure, and shape it to accomplish positive results. The fast pace of change in the world in itself requires flexibility and adaptability of leadership styles and approaches in an ever-changing landscape. Leaders often face major decisions, and beliefs can clash which results in a state of tension. Impactful leaders take ...
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rs, especially when needed in times of challenge. Authentic leadership is the most effective route to inspire followership and action during times of change. When leaders portray a version of their real self, this inspires loyalty among followers who ultimately want a leader who is morally grounded, transparent, and re...
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ting to the root of positive forms of leadership. Leadership Quarterly, 16, 315-338. Cooper, C., Scandura. T. A., & Schriesheim, C. A. (2005). Looking forward but learning from our past: potential challenges to developing authentic leadership theory and authentic leaders. Leadership Quarterly, 116, 474-495. George, B. ...
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