MGT 545 Leadership: Theory and Practice (PDF)

Article 1
Leadership and Practice Theory
MGT 545
Submitted to Professor Arturo Venecia
By
Vikrant Ganpatsinh Chauhan
Robert Morris University
03/14/2015
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Abstract
The ongoing problems in business leadership over the past five years have underscored
the need for a new kind of leader in the twenty-first century: the authentic leader. Author Bill
George, a Harvard Business School professor and the former chairman and CEO of Medtronic,
and his colleagues, conducted the largest leadership development study ever undertaken. They
interviewed 125 business leaders from different racial, religious, national, and socioeconomic
backgrounds to understand how leaders become and remain authentic. Their interviews showed
that you do not have to be born with any particular characteristics or traits to lead. You also do
not have to be at the top of your organization. Anyone can learn to be an authentic leader. The
journey begins with leaders understanding their life stories. Authentic leaders frame their stories
in ways that allow them to see themselves not as passive observers but as individuals who learn
from their experiences. These leaders make time to examine their experiences and to reflect on
them, and in doing so they grow as individuals and as leaders. Authentic leaders also work hard
at developing self-awareness through persistent and often courageous self-exploration. Denial
can be the greatest hurdle that leaders face in becoming self-aware, but authentic leaders ask for,
and listen to, honest feedback. They also use formal and informal support networks to help them
stay grounded and lead integrated lives. The authors argue that achieving business results over a
sustained period of time is the ultimate mark of authentic leadership. It may be possible to drive
short-term outcomes without being authentic, but authentic leadership is the only way to create
long-term results.
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Discovering your authentic leadership
The article states that During past 50 years lots of studies have been conducted to find out
the definitive styles, characteristics, or personality traits of great leaders. None of these studies
has produced a clear profile of the ideal leader. Because every leader has their own styles and
charisma, no one can be authentic by trying to imitate someone else. You can learn from other's
experiences but there is no way you can be successful when you are trying to be like them.
People trust you when you are genuine and authentic, not a replica of someone else. Many
readers of Authentic Leadership, including several CEOs, indicated that they had a tremendous
desire to become authentic leaders and wanted to know how. As a result, a research team set out
to answer the question, “How can people become and remain authentic leaders?” Author
mentions that they have interviewed 125 leaders to learn how they developed their leadership
abilities. These interviews constitute the largest in-depth study of leadership development ever
undertaken. Their interviewees discussed openly and honestly how they realized their potential
and candidly shared their life stories, personal struggles, failures, and triumphs.
Subjects were around 23 to 93 year old with no fewer than 15 per decade.
They were based on their reputations for authenticity and effectiveness as leaders
Researchers also solicited recommendations from other leaders and academics
Results were shocking, none of them shared same personalities rather their leadership
emerged from their life stories. They developed their leadership on the basis of experience. In
doing so, they discovered the purpose of their leadership and learned that being authentic made
them more effective. These findings are extremely encouraging: You do not have to be born with
specific characteristics or traits of a leader. You do not have to wait for a tap on the shoulder.
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