Making of a Credible, Authentic Leader
DOI:
https://doi.org/10.53819/81018102t4068Abstract
Studies have suggested various ways of developing leadership credibility and becoming a more authentic leader. To further explore and get an in-depth understanding of credible, authentic leadership, this paper carries out a qualitative study on the making of a credible, authentic leader. Three leaders of different age groups and sectors who have portrayed themselves as credible and authentic, by the values and outcomes they exemplify were interviewed on the following; what they understood by credible, authentic leadership, how to develop credibility and authenticity and some daily habits that enable them develop the same. The three leaders were picked from different sectors. Open ended questions were administered and the results revealed learning, planning, identifying and keeping values as some of the common characteristics that enable them to grow in credibility and authenticity.
Keywords: Credible Leadership, Authenticity, values, Growth
References
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Silva, A. (2016). What is leadership. Journal of Business Studies Quarterly, 8(1), 1-5.
Thomas, R. J. (2008). Crucibles of leadership: how to learn from experience to become a great leader. Boston, MA: Harvard Business Press.
Avolio, B., & Gardner, W. (2005). Authentic leadership development: Getting to the root of positive forms of leadership. Leadership Quarterly, 16(3), 315-338.
Avolio, B. J., Luthans, F., & Walumba, F. O. (2004). Authentic leadership: Theory building for veritable sustained performance. Working paper: Gallup Leadership Institute, University of Nebraska-Lincoln.
Bandura, A. (1997). Self-efficacy in changing societies. New York, NY: Cambridge University.
Bryman, A. (2016). Social research methods, (4th ed.). Oxford: Oxford University Press.
Coleman, P., T., Deutsch, M., and Marcus, E., C. (2014). The Handbook of Conflict resolution: Theory and Practice, (3rd Edition). Jossey-Bass.
Drucker, P. F (2008). Managing oneself. Boston, MA: Harvard Business Review.
Fry, L. W., Vitucci, S., & Cedillo, M. (2005). Spiritual leadership and army transformation: Theory, measurement, and establishing a baseline. The Leadership Quarterly, 16(5), 835–862.
Gardner, W.L., Avolio, B.J., and Walumbwa, F. (2006). Authentic leadership theory and practice: Origins, effects, and development. Amsterdam: Elsevier JAI Press.
George, W. (2003). Authentic leadership: Rediscovering the secrets to creating lasting value. San Francisco7 Jossey-Bass.
Hambrick, D. C., & Mason, P. A. (1982). The organization as a reflection of its top managers. Academy of Management Proceedings,1(1), 12-16
Harter, S. (2002). Authenticity. In C. R. Snyder, & S. Lopez (Eds.), Handbook of positive psychology (pp. 382 – 394). Oxford, UK7 Oxford University Press.
Hoffman, S.C,(2008). "Credible leadership—In the eyes of the follower: A historical review of leadership theory throughout the twentieth century in the United States" . ETD collection for University of Nebraska - Lincoln. AAI3360441. https://digitalcommons.unl.edu/dissertations/AAI3360441
Hughes, R. L., & Beatty, K. C. (2005). Becoming a strategic leader: Your role in your organization’s enduring success. San Francisco, CA: Jossey-Bass.
Ivancevich, J., Konopaske, R. & Matteson, M. (2013). Organizational Behavior and Management(10thed). New York, NY: McGraw-Hill/Irwin.
Kernis, M. H. 2003. Toward a conceptualization of optimal self-esteem. Psychological Inquiry, 14: 1-26.
Klenke, K. (2005). The internal theatre of the authentic leader: Integrating cognitive, affective, conative and spiritual facets of authentic leadership. Authentic leadership theory and practice: Origins, effects and development, 3, 155-182.
Kouzes, J. M., & Posner, B. Z. (2011). Credibility: How leaders gain it and lose it, why people demand it. Jossey-Bass.
Kouzes, J. M.& Posner, B. Z. (2012). Leadership. San Francisco, CA: Jossey‐Bass.
Lune, H. & Berg, B. L. (2017). Qualitative research methods for social sciences (9th ed.). Essex, UK: Pearson Education Ltd.
Maddux, J. E. (Ed.). (2013). Self-efficacy, adaptation, and adjustment: Theory, research, and application. Springer Science & Business Media.
Mullins, L.J.(2010). Management & Organizational Behaviour (9thed). New York, NY: Pearson Educational.
Northouse, P. Guy (2016). Leadership theory and Practice. Thousand Oaks: Sage Publications.
Oginde, D. (2011). Follower expectations of a leader: Most admired leader behaviors. International Leadership Journal, 3(2), 87-108.
Oginde, D. A. (2011). Spirituality, Membership and Calling as Predictors of Organizational Citizenship Behaviors. Paper presented at the Africa International Business and Management (AIBUMA) Conference - University of Nairobi
Oginde, D.A. (2011). Antecedents of Christian leadership: a socio-rhetorical analysis of 1 Timothy 3: 1-7. Journal of Biblical Perspectives in Leadership, 3(2), 23-31.
Silva, A. (2016). What is leadership. Journal of Business Studies Quarterly, 8(1), 1-5.
Thomas, R. J. (2008). Crucibles of leadership: how to learn from experience to become a great leader. Boston, MA: Harvard Business Press.
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Published
2022-08-29
How to Cite
Kamau, J. . ., & Oginde, . D. . (2022). Making of a Credible, Authentic Leader. Journal of Human Resource & Leadership, 6(3), 47–61. https://doi.org/10.53819/81018102t4068
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