What contributions have the authors mentioned in the paper "“can you see the real me?” a self-based model of authentic leader and follower development" ?

The developmental processes of leader and follower self-awareness and self-regulation are emphasized. The influence of the leader ’ s and followers ’ personal histories and trigger events are considered as antecedents of authentic leadership and followership, as well as the reciprocal effects with an inclusive, ethical, caring and strength-based organizational climate.

What are the core values that resonate with followers?

To the extent that integrity, credibility, justice, caring and respect are core values that resonate with group members, they will be inclined to look to fellow members who exemplify these values for leadership.

What is the role of a positive role model in the development of authentic leaders?

For authentic leaders, one or more positive role models (e.g., a parent, teacher, sibling, coach or mentor) who demonstrated high levels of integrity, transparency, and trustworthiness are likely to have served as pivotal forces in the leader’s personal growth and resulting self-awareness.

What is the implication for authentic leadership development?

The implication for authentic leadership development within unconstrained contexts is that in groups and organizations where authenticity is a quality of members’ ideal selves, the most authentic members will emerge as leaders, and followers will work in cooperation with the leader to achieve desired goals, including a positive ethical climate.

What is the key point with respect to the leader’s interpersonal level identity?

The key point with respect to the leader’s interpersonal level identity is that the authentic individual comes to view him- or herself as a leader per se, as well as a positive role model who can be trusted to respect, honor and develop his or her followers, which become internalized aspects of the self-concept of the leader.

What are the characteristics of a leader that are valued by others?

Individual identity images that are especially valued by leaders in general (Gardner & Avolio, 1998), and authentic leaders in particular, include trustworthy, credible and morally worthy.

What are the desirable outcomes posited to arise from authentic leadership?

Among the desirable follower outcomes posited to arise from authentic leadership and followership are heightened levels of trust (Dirks & Ferrin, 2002 and Jones & George, 1998), engagement, which is defined as “involvement and satisfaction with as well as enthusiasm for work” (Harter, Schmidt, & Keyes, 2003, p. 269), and well being (Kahneman et al., 1999 and Ryan & Deci, 2000).

What is the key factor in the relationship between authentic leadership and followership?

An especially key factor the authors see as mediating the relationship between authentic leadership and followership and veritable organizational performance is follower engagement.

Why do people find a leader who possesses such clarity to be interesting?

Because they lack insight regarding their core values, identities, emotions, motives and/or goals, many will find a leader who possesses such clarity to be at least interesting, if not attractive.

What does Kernis (2003) mean by authentic?

As Kernis (2003) describes, “behaving authentically means acting in accord with one’s values, preferences, and needs as opposed to acting merely to please others or to attain rewards or avoid punishments through acting ‘falsely’…

What does Harter et al. (2003) call workplace well-being?

Given the theoretical and empirical relationships between authenticity, engagement and psychological well-being, the authors assert that increases in what Harter et al. (2003) call workplace well-being will naturally arise as a consequence of authentic leadership and followership.

What are the main motivations of more authentic leaders?

Proposition 6. More authentic leaders are primarily motivated by self-verification and self-improvement goals, whereas less authentic leaders are primarily driven by ego defense motives to pursue self-enhancement and self-protection objectives.

What are the benefits of empowering followers to do tasks for which they have the capacity to excel?

Followers’ needs for competence and autonomy can be met by helping them discover their talents, develop them into strengths, and empowering them to do tasks for which they have the capacity to excel (Clifton & Harter, 2003 and Liden et al., 2000).

What are the other processes whereby authentic leaders influence followers?

(Other processes whereby authentic leaders influence followers such as emotional contagion and positive social exchanges are described by Ilies et al. (2005) in their contribution to this Special Issue).

What is the definition of social identities?

Collective social identities refer to the extent to which one identifies oneself as a member of a group (e.g., a work team, organization or larger collective), and hence perceives oneself as sharing key attributes with other group members (Lord et al., 1999).

What is the importance of credibility, prestige, and trustworthiness?

Bandura (1997) indicates that the credibility, prestige, and trustworthiness of the person being modeled are all critical to being salient and valued by the observer, thus gaining the observer’s attention and motivation to learn.

What is the key factor in determining the extent to which followers identify with the leader?

for persons high in self-concept clarity, the congruence between the leader’s and their own values will be a key factor in determining the extent to which they identify with the leader and his/her end values, mission and vision.

What is the role of self-knowledge and acceptance in achieving leader authenticity?

Just as self-knowledge and acceptance is critical to achieving leader authenticity, it is basic to the development of authenticity among followers (Kernis, 2003).

What is the main reason why followers are more likely to display positive attitudes?

Research confirms that when followers are treated in a fair and positive manner, they are more committed and likely to display positive attitudes (Rhoades, Eisenberger, & Armeli, 2001), resulting in greater trust in the leader and the system as a whole (Dirks & Ferrin, 2002).

Why is a focus on possible selves postulated?

a focus on possible selves has been postulated “to motivate and guide people’spursuit of goals and typically promote self-improvement” (Hoyle et al., 1999, p. 133).

How much time does it take to learn new market intelligence?

As is true in almost every aspect of business today, time is compressed and it takes a shorter amount of time to place and receive orders, to learn new market intelligence, to get feedback from every employee in a global organization and to develop a new, complex product.

(Open Access) “Can you see the real me?” A self-based model of authentic leader and follower development (2005) | William L. Gardner

University of Nebraska - Lincoln

DigitalCommons@University of Nebraska - Lincoln

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

“Can you see the real me?” A self-based model of

authentic leader and follower development

William L. Gardner

University of Nebraska-Lincoln

Bruce J. Avolio

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Fred Luthans

University of Nebraska - Lincoln>65+$0460.('6

Douglas R. May

University of Nebraska-Lincoln

Fred Walumbwa

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“Can you see the real me?”

A self-based model of authentic

leader and follower development











Abstract



























Keywords: 



digitalcommons.unl.edu

 

1. Introduction









































































 























2. Construct denitions

2.1. Authenticity













































 























2.2. Authentic leadership



















































“Can you see the real me?” A self-based model of authentic leader and follower development

Figures

Citations

Authentic leadership development: Getting to the root of positive forms of leadership

Men and Women of the Corporation

Authentic Leadership: Development and Validation of a Theory-Based Measure†:

Transformational Leadership: Industrial, Military, and Educational Impact

Emerging Positive Organizational Behavior

References

Self-Efficacy: The Exercise of Control

The "What" and "Why" of Goal Pursuits: Human Needs and the Self-Determination of Behavior

Exchange and Power in Social Life

Flow: The Psychology of Optimal Experience

Universals in the Content and Structure of Values: Theoretical Advances and Empirical Tests in 20 Countries

Related Papers (5)

Authentic leadership development: Getting to the root of positive forms of leadership

Authentic Leadership: Development and Validation of a Theory-Based Measure†:

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Toward a Conceptualization of Optimal Self-Esteem.

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