Report on Authentic Leadership Style in Tesco During COVID-19

This report examines the application of authentic leadership within Tesco during the COVID-19 pandemic. It highlights the importance of genuine, transparent, and self-aware leadership in maintaining organizational dynamism. The analysis focuses on Tesco's shift towards promoting self-awareness among employees, leading with vision, maintaining relational transparency, and upholding a strong moral code to engage with shareholders and build brand image. The report identifies the alignment of Tesco's leadership style with emotional awareness and democratic principles, emphasizing employee motivation and transparency. Recommendations include providing training and development sessions, offering rewards and recognition, and fostering open communication to improve work efficiency and build positive employee relations. The conclusion underscores the need for organizations to embrace authenticity at their core to ensure long-term employee satisfaction and commitment.

AUTHENTIC LEADERSHIP STYLE DURING COVID-19 IN TESCO
INTRODUCTION
• Authentic leadership is referring to the management in which leaders are genuine,
transparent and self-aware. Also, those who are authentic leader who authentic
leadership skill that encompasses the ability of an individual, organisation and
group which are led to influence other in order to maintain the dynamic nature of
organisation.
• The report is based on Tesco and discuss Authentic leadership skill that can be
followed by the company. Also, find the challenges and its key elements with
identify the stakeholder.
• re more focusing on inspire people by their loyalty and trust in order to deal in
more transparent manner.
• Analysis
• In Tesco authentic leadership style are related to followed by
company in regards to emotional awareness which help to motivate
the employees during pandemic. This is also help for providing the
accurate self-assessment in orders to measures the strength and
weakness of the employees.
• The leadership style followed by company is democratic in which
employees has right to talk about their experience and also
suggested the strategy which can be followed by company. It helps
to motivate the employees in order to develop positive relation with
employees and help for building the transparency.
• Undertake a values exercise to understand your internal values
better; there are some excellent books and activities used by define
what matters. With a little soul searching, leader can start to
understand better what makes you tick; once you have determined
your 'code', you can begin to choose your actions according to that
compass
Identifying the authentic leadership characteristics-
• It has been identified that during covid-19, Tesco has changed
the management in order to promoting self-awareness for
employees so that they can feel safe at home in remote working.
• To leading with vision help Tesco to improve the productivity
by adopting new strategies so that pandemic not affect the
company.
• It is also necessary for the organization to maintain relational
transparency in order to build positive relation between employees
and management.
• Strong moral code helps the company by work with
shareholder to maintain the business standard in order to provide
different types of schemes that are help to building the brand
image of the firm.
Recommendation
• It has been recommended that Tesco should provide training
and development session which help to improve their work
efficiency as well as it help to work better for all the levels.
• To provide reward and recognition help the employees by
understanding the situation better. Also, feedback provided
to them are help for improve the efficiency as well as it
creates transparency for the company.
Conclusion
To ensure long-term happiness and willing contributions from
employees, organisations need to be authentic at their very core.
In turn, Leaders and Managers should learn to become more
authentic and commit to ongoing reflection and development,
supporting their teams to do the same.
REFERENCES
Books and Journals
Alilyyani, B., Wong, C.A. and Cummings, G., 2018. Antecedents, mediators, and
outcomes of authentic leadership in healthcare: A systematic
review. International journal of nursing studies, 83, pp.34-64.
Iszatt White, M. and Kempster, S., 2019. Authentic leadership: Getting back to‐
the roots of the ‘root construct’?. International Journal of Management
Reviews, 21(3), pp.356-369.
Sultan, A., 2020. Effective leadership and its impact on organisational
performance: retail industry (Tesco) (Doctoral dissertation, University of the
West of Scotland).