EMBA 560 discussion 5 - Essay Example

So I searched in the internet for blogs to see how common people define it. The simplest description I got is that that of So (2008), who broke down authentic leadership into three components: self-awareness, develop and practice solid values, and lead with the heart. I was struck with this description because it was both simple and true. Self-awareness is important because most people do not realize when they are pretending, mostly to meet other people’s expectations. Solid values are crucial because they are the springboard of all our thoughts and actions.

Most importantly, leading with the heart (grounded in solid values and the person’s true aspirations) connects with other people, such as the leader’s followers, in a way that engages people to people and elicits a greater commitment to the common goal. So I agree with the statement that a pretentious leader cannot yield sustainable success. An authentic leader delivers a message from the heart, and is therefore also able to elicit a response from the heart. When the will is engaged in this way, there is a long-term commitment to sustained action, and therefore sustainable success.

Messages delivered by inauthentic leaders fail to convince, are begrudgingly followed, and are soon forgotten, so success can only be short-term. Reference So, TTC. (18 July 2008) ‘Authentic Leadership – Authenticity Matters.’ Positive Psychology News Daily. Available at http://positivepsychologynews.com/news/timothy-so/20080718860 [Accessed 24 April 2013] 2. In your view, what makes an executive authentic? So (2008) described an authentic leader as having self-knowledge and solid values, and leading from the heart.

Of all definitions of authentic leadership, this is probably the simplest, the easiest to comprehend, and the most complete. It includes intellectual awareness of oneself, moral grounding, and emotional candor. Of these three components, however, only one is definitive of the essence of authenticity. It cannot be self-awareness, which is a relative thing and can never be perfected, nor could anybody be sure that he/she is fully aware of the breadth and depth of his/herself. In fact, we evolve over time as persons, so our awareness of ourselves at any one time is already outdated.

Also, how our self-knowledge is always subjective. Like Johari window (Darden, 2003) what we know about ourselves is only one quadrant. There are also those attributes known only to others, and those unknown to anyone. Then there is the development of solid values. Unfortunately, by the time we are advanced to the point of being leaders, we already have a firm set of values, whether they are good or bad, because valued are developed in childhood and adolescence. So there is not much an adult can do about his/her values but to recognize them.

However, no matter their early upbringing or the level of their self-awareness, could always conduct their actions ‘from the heart.’ Acting according to one’s convictions is entirely within the control of anyone at anytime; all one needs is the will to do it. This is the core of being an authentic executive, having the will to act and lead from the heart. References Darden, K (2003) ‘Assessments – Understanding Ourselves Better’ Career Life Institute. Available at http://www.careerlife.

net/coaching/assessments/ [Accessed 25 April 2013] So, TTC. (18 July 2008) ‘