MNG03217 - Positive Leadership: Transformational and Authentic Styles

This essay provides an overview of positive leadership, contrasting managers and leaders, and highlighting the qualities of a good leader. It discusses various leadership styles, including autocratic, bureaucratic, ethical, transactional, and authentic leadership, emphasizing the shift from traditio...Read More

Running Head: POSITIVE LEADER 0
Positive Leader
Individual Assignment
Student name

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Table of Contents
Short written response.....................................................................................................................1
References........................................................................................................................................2

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Short written response
A good leader has some ability to handle a critical situation and others follow them.
Leaders have effective communication, motivational speech, relationship building, teamwork,
and implement changes for positive outcomes. Where a manager has administrative skills for
controlling events and other works, such as schedule activities, workers management, analysis of
activities, and implement desired tasks. Good leaders are always positive and they develop other
skill for better improvement in their personality, such as honesty, fairness, humility, enthusiastic,
self-awareness, and sense of humor, intelligence, and decision-making (Gilley, Dixon, & Gilley,
2008).
Leadership has different styles and it have different effects on the people, such as
Autocratic, Bureaucratic, Ethical, Transactional, and Authentic. Old leadership style are wrong
in some cases, as they always work for the organization growth but employees, customers, and
investors sacrifices in many terms. In current time, traditional leadership approaches are not
enough for handling challenges. Now, employees are needed better human resources, retention
of experienced workers, and engagement. Transformational leadership is provides better results
with the help of four dimensions, which are idealized influence, inspirational motivation,
intellectual stimulation, and individualized consideration. There are necessary require thing for
managers that is a good leadership for handling different situation with the help of ethical
component (Greyvenstein & Cilliers, 2012).
Authentic leadership is a combination of four aspects, which are self-awareness, moral
actions, self-regulation, and moral virtue. Transformational and authentic leadership are similar
in development of employees and fulfill the goal with the support of employees. There are so

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many differences between both of them. Basic difference is authenticity, which means knowing
about strengths and weaknesses and resolve them using behavior. Wellbeing is a word for feeling
good and has a satisfaction from life. It have different elements for making happy, which are
positive emotion, engagement, relationship, meaning of happiness, and accomplishment. All
things are ethically beneficial for the organization as well as for employees ( Hoch, Bommer, &
Dulebohn, 2016).
Leader and leadership development is a research, which is based on the previous theories
of leadership; some changes are required in them, according to today era (Day, Fleenor, Atwater,
Sturm, & McKee, 2014).

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References
Hoch, J., Bommer, W. H., & Dulebohn, J. H. (2016). Do Ethical, Authentic, and Servant Leadership Explain
Variance Above and Beyond Transformational Leadership? A Meta-Analysis. Journal of
Management, 1-29.
Day, D., Fleenor, J., Atwater, L., Sturm, R., & McKee, R. (2014). Advances in leader and leadership
development: A review of 25 years of research and theory. The Leadership Quarterly, 63-82.
Gilley, A., Dixon, P., & Gilley, J. (2008). Characteristics of leadership effectiveness: Implementing change
and driving innovation in organizations. Human Resource Development Quarterly, 19(2), 153-
169.
Greyvenstein, H., & Cilliers, F. (2012). Followership's experiences of organisational leadership: A systems
psychodynamic perspective. . SA Journal of Industrial Psychology, 38(2), 1-10.