Authenticity - Revision history

Jacobammitsoe at 14:16, 1 March 2021

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	An experience of either positive or negative quality can lead to the development of one’s authentic being. These are called trigger events and can take the form of sudden experiences such as a person close to you passing away, a promotion, reading a book that challenges your core beliefs, forming a relationship, or having an anxiety attack. Such events will “cut through” the perception of self and force one to look critically upon certain aspects of one’s core beliefs and values. This mechanism will naturally allow for personal growth and will increase authenticity <ref name=real> Gardner, W., Avolio, B., Luthans, F., May, D. and Walumbwa, F., 2005. “Can you see the real me?” A self-based model of authentic leader and follower development. The Leadership Quarterly, 16(3), pp.343-372.</ref>.		An experience of either positive or negative quality can lead to the development of one’s authentic being. These are called trigger events and can take the form of sudden experiences such as a person close to you passing away, a promotion, reading a book that challenges your core beliefs, forming a relationship, or having an anxiety attack. Such events will “cut through” the perception of self and force one to look critically upon certain aspects of one’s core beliefs and values. This mechanism will naturally allow for personal growth and will increase authenticity <ref name=real> Gardner, W., Avolio, B., Luthans, F., May, D. and Walumbwa, F., 2005. “Can you see the real me?” A self-based model of authentic leader and follower development. The Leadership Quarterly, 16(3), pp.343-372.</ref>.

	This approach of developing authenticity through trigger events has been conceptualized as a potential training “program” for leaders and managers to push them out of their comfort zone to change their behaviors. ~~Proposed by xx, it~~ consists of two phases, an exploration phase where participants recognize their ways of acting inauthentically and trying out new ways of behaving. The second phase is an integration phase where participants recognize the benefit of change through the successful behaviors in their life.		This approach of developing authenticity through trigger events has been conceptualized as a potential training “program” for leaders and managers to push them out of their comfort zone to change their behaviors. It consists of two phases, an exploration phase where participants recognize their ways of acting inauthentically and trying out new ways of behaving. The second phase is an integration phase where participants recognize the benefit of change through the successful behaviors in their life.
	This approach is still on a conceptual basis and it would require many resources to actually make such a program <ref> Baron, L. and Parent, É., 2014. Developing Authentic Leadership Within a Training Context. Journal of Leadership & Organizational Studies, 22(1), pp.37-53.</ref>.		This approach is still on a conceptual basis and it would require many resources to actually make such a program <ref> Baron, L. and Parent, É., 2014. Developing Authentic Leadership Within a Training Context. Journal of Leadership & Organizational Studies, 22(1), pp.37-53.</ref>.

Jacobammitsoe at 14:05, 1 March 2021

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	The practise of mindfulness is a great entry to discovering your authentic self. However, critics have accused mindfulness of decontextualising mindfulness from its Buddhist roots, which cuts out the ethics and morals. Instead, it is solely used for practical reasons to reduce stress but without any introspection <ref>Purser, R., & Loy, D. (2013). Beyond McMindfulness. Huffington post, p. 13. Retrieved from https://www.huffingtonpost.com/ron-purser/ beyond-mcmindfulness_b_3519289.html. </ref>. Nonetheless, the research shows great results from mindfulness without taking the Buddist tradition into account.		The practise of mindfulness is a great entry to discovering your authentic self. However, critics have accused mindfulness of decontextualising mindfulness from its Buddhist roots, which cuts out the ethics and morals. Instead, it is solely used for practical reasons to reduce stress but without any introspection <ref>Purser, R., & Loy, D. (2013). Beyond McMindfulness. Huffington post, p. 13. Retrieved from https://www.huffingtonpost.com/ron-purser/ beyond-mcmindfulness_b_3519289.html. </ref>. Nonetheless, the research shows great results from mindfulness without taking the Buddist tradition into account.

			==Annotated biblography==

			'''Project Management Institute, Inc. (2017). Guide to the Project Management Body of Knowledge (PMBOK® Guide) (6th Edition). Project Management Institute, Inc. (PMI)'''
			Chapter 3 - The Role of The Project Manager.
			The Project Management Institute (PMI) has defined the standards of project management. This chapter looks at the project managers role and compares it to leadership. It concludes that leadership skills are a big part of project management.

			'''Nübold, A., Van Quaquebeke, N. and Hülsheger, U., 2019. Be(com)ing Real: a Multi-source and an Intervention Study on Mindfulness and Authentic Leadership, Journal of Business and Psychology, 35(4), pp.469-488'''
			This paper goes through the literature and definitions of Authentic Leadership as well as discusses mindfulness as means of enhancing authenticity. The study is of over 1000 leaders which have been meditating for 30 days, and the paper concludes that mindfulness enhances authenticity.

			'''Kernis, M., 2003. TARGET ARTICLE: Toward a Conceptualization of Optimal Self-Esteem. Psychological Inquiry, 14(1), pp.1-26.'''
			Very interesting psycological take on authenticity and self-esteem. Kernis proposes an “optimal self-esteem” and compares this to low self-esteem and fragile high self-esteem. It is one of the key papers that started the Authentic Leadership movement, which often cites this article.

			'''Levy, L., 2020. The Relationship Between Authentic Leadership in Project Managers and Project Success. Walden University'''

			One of the few sources that deals with Authentic Leadership in project management context. It argues for why project managers also can be seen as non-positional leaders and that the benefits of authenticity may extend to the organization. He studies the relation between project success and authentic project managers, but finds no correlation.

			'''Gardner, W., Fischer, D. and Hunt, J., 2009. Emotional labor and leadership: A threat to authenticity?. The Leadership Quarterly, 20(3), pp.466-482.
			'''
			This paper discusses Emotional Intelligence in leaders and the benefits of these skills, but also looks critically on whether Emotional Intelligence can be used to manipulate others by “deep acting”. Authentic leaders score high on Emotional Intelligence so where lies the difference between manipulation and authentic expression.

			'''Gardner, W., Avolio, B., Luthans, F., May, D. and Walumbwa, F., 2005. “Can you see the real me?” A self-based model of authentic leader and follower development. The Leadership Quarterly, 16(3), pp.343-372'''

			This paper goes in depth of what Authentic Leadership means and how it affects followers. It starts from the definitions of authenticity and then goes on and explains each concept at length.

Jacobammitsoe at 13:35, 1 March 2021

2021-03-01T13:35:26Z

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	Authenticity may seem as a trivial topic in project management since it doesn’t directly improve projects. Yet, project managers who behave according to their core ~~vlaues~~ will inspire their team members to perform better with more satisfaction and improve the overall organization. This article takes its starting point in authenticity and looks at how personal introspection leads to better leadership and more truthful project management. The focus is very much on Authentic Leadership which has proved to enhance followers well-being, work engagement and job satisfaction. However, Authentic Leadership is merely a description of an authentic person in a position of authority behaving authentically.		Authenticity may seem as a trivial topic in project management since it doesn’t directly improve projects. Yet, project managers who behave according to their core values will inspire their team members to perform better with more satisfaction and improve the overall organization. This article takes its starting point in authenticity and looks at how personal introspection leads to better leadership and more truthful project management. The focus is very much on Authentic Leadership which has proved to enhance followers well-being, work engagement and job satisfaction. However, Authentic Leadership is merely a description of an authentic person in a position of authority behaving authentically.

	One can not just be an authentic project manager, you must start by being an authentic person in everything you do. Being an authentic person comes first and then the benefits of authenticity will shine through all aspects of your life from project management to fatherhood. This article is not meant as a 3 step tutorial to being authentic, because you cannot become authentic by intellectual understanding only. The hope is to challenge some of the existing views of success and leadership with modern research in this lesser known academic field of authenticity and especially Authentic Leadership Theory.		One can not just be an authentic project manager, you must start by being an authentic person in everything you do. Being an authentic person comes first and then the benefits of authenticity will shine through all aspects of your life from project management to fatherhood. This article is not meant as a 3 step tutorial to being authentic, because you cannot become authentic by intellectual understanding only. The hope is to challenge some of the existing views of success and leadership with modern research in this lesser known academic field of authenticity and especially Authentic Leadership Theory.

	We find that many of the “hot topics" in project management such as and “Emotional Intelligence” as well as different “leadership styles” from an authenticity point of view, are just consequences of authentic behavior. Although development of authenticity is not straight forward, research has found mindfulness to be very effective.		We find that many of the “hot topics" in project management such as and “Emotional Intelligence” as well as different “leadership styles” from an authenticity point of view, are just consequences of authentic behavior and we discuss whether charisma is an authentic or inauthentic trait. Although development of authenticity is not straight forward, research has found mindfulness to be very effective.

Jacobammitsoe at 13:32, 1 March 2021

2021-03-01T13:32:02Z

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	As projects often happen in an organizational context the improvement of the organization can have lasting effects on other projects <ref name="banks"> Banks, G. C., McCauley, K. D., Gardner, W. L., & Guler, C. E. (2016). A meta-analytic review of authentic and transformational leadership: A test for redundancy. The Leadership Quarterly, 27(4), 634–652. https://doi.org/10.1016/j.leaqua.2016.02.006.</ref>.		As projects often happen in an organizational context the improvement of the organization can have lasting effects on other projects <ref name="banks"> Banks, G. C., McCauley, K. D., Gardner, W. L., & Guler, C. E. (2016). A meta-analytic review of authentic and transformational leadership: A test for redundancy. The Leadership Quarterly, 27(4), 634–652. https://doi.org/10.1016/j.leaqua.2016.02.006.</ref>.

	[[File:FollowerDev.png\|~~400px~~]]		[[File:FollowerDev.png\|600px]]

	Figure based on the work of Gardner et al. (2005) <ref name="real"> Gardner, W., Avolio, B., Luthans, F., May, D. and Walumbwa, F., 2005. “Can you see the real me?” A self-based model of authentic leader and follower development. The Leadership Quarterly, 16(3), pp.343-372.</ref>		Figure based on the work of Gardner et al. (2005) <ref name="real"> Gardner, W., Avolio, B., Luthans, F., May, D. and Walumbwa, F., 2005. “Can you see the real me?” A self-based model of authentic leader and follower development. The Leadership Quarterly, 16(3), pp.343-372.</ref>
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	A transformational leader may have a strong vision they communicate influentially, but that vision and charisma may not always come from an authentic place as they could be imposing their own needs or pleasures <ref>Ilies, R., Morgeson, F. P., & Nahrgang, J. D. (2005). Authentic leadership and eudaemonic well-being: Understanding leader–follower outcomes. The Leadership Quarterly, 16(3), 373–394. https://doi.org/ 10.1016/j.leaqua.2005.03.002. </ref>. This seems to correlate with Kernis’s description of fragile high self-esteem <ref name="kern"> Kernis, M., 2003. TARGET ARTICLE: Toward a Conceptualization of Optimal Self-Esteem. Psychological Inquiry, 14(1), pp.1-26.</ref> as he also mentions narcissists as having a type of fragile high self-esteem that may come from deep insecurities that they are not themselves aware of. This is where authenticity becomes relevant because an authentic leader will not be driven by an inflated ego but by his core values and high morality. Another distinction is that authentic leaders may or may not be charismatic but they will always foster positive development of those around them.		A transformational leader may have a strong vision they communicate influentially, but that vision and charisma may not always come from an authentic place as they could be imposing their own needs or pleasures <ref>Ilies, R., Morgeson, F. P., & Nahrgang, J. D. (2005). Authentic leadership and eudaemonic well-being: Understanding leader–follower outcomes. The Leadership Quarterly, 16(3), 373–394. https://doi.org/ 10.1016/j.leaqua.2005.03.002. </ref>. This seems to correlate with Kernis’s description of fragile high self-esteem <ref name="kern"> Kernis, M., 2003. TARGET ARTICLE: Toward a Conceptualization of Optimal Self-Esteem. Psychological Inquiry, 14(1), pp.1-26.</ref> as he also mentions narcissists as having a type of fragile high self-esteem that may come from deep insecurities that they are not themselves aware of. This is where authenticity becomes relevant because an authentic leader will not be driven by an inflated ego but by his core values and high morality. Another distinction is that authentic leaders may or may not be charismatic but they will always foster positive development of those around them.

	[[File:TransAL.png\|~~600px~~]]		[[File:TransAL.png\|400px]]

	Figure based on the work of Walumbwa & Avolio (2008) <ref name="w"> Walumbwa, F. O., Avolio, B. J., Gardner, W. L., Wernsing, T. S., & Peterson, S. J. (2008). Authentic leadership: Development and validation of a theory-based measure†. Journal of Management, 34(1), 89–126. </ref>		Figure based on the work of Walumbwa & Avolio (2008) <ref name="w"> Walumbwa, F. O., Avolio, B. J., Gardner, W. L., Wernsing, T. S., & Peterson, S. J. (2008). Authentic leadership: Development and validation of a theory-based measure†. Journal of Management, 34(1), 89–126. </ref>

Jacobammitsoe at 13:31, 1 March 2021

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	[[File:FollowerDev.png\|400px]]		[[File:FollowerDev.png\|400px]]

			Figure based on the work of Gardner et al. (2005) <ref name="real"> Gardner, W., Avolio, B., Luthans, F., May, D. and Walumbwa, F., 2005. “Can you see the real me?” A self-based model of authentic leader and follower development. The Leadership Quarterly, 16(3), pp.343-372.</ref>

	== Authentic vs Charismatic ==		== Authentic vs Charismatic ==
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	A transformational leader may have a strong vision they communicate influentially, but that vision and charisma may not always come from an authentic place as they could be imposing their own needs or pleasures <ref>Ilies, R., Morgeson, F. P., & Nahrgang, J. D. (2005). Authentic leadership and eudaemonic well-being: Understanding leader–follower outcomes. The Leadership Quarterly, 16(3), 373–394. https://doi.org/ 10.1016/j.leaqua.2005.03.002. </ref>. This seems to correlate with Kernis’s description of fragile high self-esteem <ref name="kern"> Kernis, M., 2003. TARGET ARTICLE: Toward a Conceptualization of Optimal Self-Esteem. Psychological Inquiry, 14(1), pp.1-26.</ref> as he also mentions narcissists as having a type of fragile high self-esteem that may come from deep insecurities that they are not themselves aware of. This is where authenticity becomes relevant because an authentic leader will not be driven by an inflated ego but by his core values and high morality. Another distinction is that authentic leaders may or may not be charismatic but they will always foster positive development of those around them.		A transformational leader may have a strong vision they communicate influentially, but that vision and charisma may not always come from an authentic place as they could be imposing their own needs or pleasures <ref>Ilies, R., Morgeson, F. P., & Nahrgang, J. D. (2005). Authentic leadership and eudaemonic well-being: Understanding leader–follower outcomes. The Leadership Quarterly, 16(3), 373–394. https://doi.org/ 10.1016/j.leaqua.2005.03.002. </ref>. This seems to correlate with Kernis’s description of fragile high self-esteem <ref name="kern"> Kernis, M., 2003. TARGET ARTICLE: Toward a Conceptualization of Optimal Self-Esteem. Psychological Inquiry, 14(1), pp.1-26.</ref> as he also mentions narcissists as having a type of fragile high self-esteem that may come from deep insecurities that they are not themselves aware of. This is where authenticity becomes relevant because an authentic leader will not be driven by an inflated ego but by his core values and high morality. Another distinction is that authentic leaders may or may not be charismatic but they will always foster positive development of those around them.

			[[File:TransAL.png\|600px]]

			Figure based on the work of Walumbwa & Avolio (2008) <ref name="w"> Walumbwa, F. O., Avolio, B. J., Gardner, W. L., Wernsing, T. S., & Peterson, S. J. (2008). Authentic leadership: Development and validation of a theory-based measure†. Journal of Management, 34(1), 89–126. </ref>

Jacobammitsoe at 13:25, 1 March 2021

2021-03-01T13:25:34Z

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	As projects often happen in an organizational context the improvement of the organization can have lasting effects on other projects <ref name="banks"> Banks, G. C., McCauley, K. D., Gardner, W. L., & Guler, C. E. (2016). A meta-analytic review of authentic and transformational leadership: A test for redundancy. The Leadership Quarterly, 27(4), 634–652. https://doi.org/10.1016/j.leaqua.2016.02.006.</ref>.		As projects often happen in an organizational context the improvement of the organization can have lasting effects on other projects <ref name="banks"> Banks, G. C., McCauley, K. D., Gardner, W. L., & Guler, C. E. (2016). A meta-analytic review of authentic and transformational leadership: A test for redundancy. The Leadership Quarterly, 27(4), 634–652. https://doi.org/10.1016/j.leaqua.2016.02.006.</ref>.

			[[File:FollowerDev.png\|400px]]

	== Authentic vs Charismatic ==		== Authentic vs Charismatic ==

Jacobammitsoe at 13:15, 1 March 2021

2021-03-01T13:15:11Z

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	Authenticity may seem as a trivial topic in project management since it doesn’t directly improve projects. Yet, project managers who ~~know~~ their ~~true self~~ will inspire their team members to perform better with more satisfaction and improve the overall organization. This article takes its starting point in authenticity and looks at how personal introspection leads to better leadership and more truthful project management. The focus is very much on Authentic Leadership which has proved to enhance followers well-being, work engagement and job satisfaction. However, Authentic Leadership is merely a description of an authentic person in a position of authority behaving authentically.		Authenticity may seem as a trivial topic in project management since it doesn’t directly improve projects. Yet, project managers who behave according to their core vlaues will inspire their team members to perform better with more satisfaction and improve the overall organization. This article takes its starting point in authenticity and looks at how personal introspection leads to better leadership and more truthful project management. The focus is very much on Authentic Leadership which has proved to enhance followers well-being, work engagement and job satisfaction. However, Authentic Leadership is merely a description of an authentic person in a position of authority behaving authentically.

	One can not just be an authentic project manager, you must start by being an authentic person in everything you do. Being an authentic person comes first and then the benefits of authenticity will shine through all aspects of your life from project management to fatherhood. This article is not meant as a 3 step tutorial to being authentic, because you cannot become authentic by intellectual understanding only. The hope is to challenge some of the existing views of success and leadership with modern research in this lesser known academic field of authenticity and especially Authentic Leadership Theory.		One can not just be an authentic project manager, you must start by being an authentic person in everything you do. Being an authentic person comes first and then the benefits of authenticity will shine through all aspects of your life from project management to fatherhood. This article is not meant as a 3 step tutorial to being authentic, because you cannot become authentic by intellectual understanding only. The hope is to challenge some of the existing views of success and leadership with modern research in this lesser known academic field of authenticity and especially Authentic Leadership Theory.
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	=== The (in)authenticity of Emotional Intelligence ===		=== The (in)authenticity of Emotional Intelligence ===

	Studies have found that authentic individuals also possess high levels of Emotional Intelligence. Gardner et al. (2005)<ref>Gardner, W., Fischer, D. and Hunt, J., 2009. Emotional labor and leadership: A threat to authenticity?. The Leadership Quarterly, 20(3), pp.466-482. </ref>, however, questions whether Emotional Intelligence always is authentic. It was shown that Emotional Intelligence was a significant predictor of leadership abilities <ref>Walter, F., & Bruch, H. (2007). Investigating the emotional basis of charismatic leadership: The role of leaders' positive mood and emotional intelligence. In C. E. J. Härtel, N. M. Ashkanasy & W. J. Zerbe (Eds.), Functionality, intentionality and morality (pp. 55–85). Amsterdam: Elsevier. </ref>. Interestingly, emotionally intelligent leaders were seen as charismatic leaders by their followers, regardless of their actual emotional state. Apparently, emotionally intelligent leaders are especially skilled at regulating their emotions to generate perceptions of charisma.		Studies have found that authentic individuals also possess high levels of Emotional Intelligence. Gardner et al. (2005)<ref name="emo"> Gardner, W., Fischer, D. and Hunt, J., 2009. Emotional labor and leadership: A threat to authenticity?. The Leadership Quarterly, 20(3), pp.466-482. </ref>, however, questions whether Emotional Intelligence always is authentic. It was shown that Emotional Intelligence was a significant predictor of leadership abilities <ref>Walter, F., & Bruch, H. (2007). Investigating the emotional basis of charismatic leadership: The role of leaders' positive mood and emotional intelligence. In C. E. J. Härtel, N. M. Ashkanasy & W. J. Zerbe (Eds.), Functionality, intentionality and morality (pp. 55–85). Amsterdam: Elsevier. </ref>. Interestingly, emotionally intelligent leaders were seen as charismatic leaders by their followers, regardless of their actual emotional state. Apparently, emotionally intelligent leaders are especially skilled at regulating their emotions to generate perceptions of charisma.

	In that regard the question of authenticity becomes relevant in the case of emotional intelligence, because it questions whether the charisma of an emotional intelligent leader is genuine or if it is acting. If a leader engages in, what is called, ''surface acting'' that is, manipulating others by deliberately changing the emotions displayed, then followers will see it as fake. ''Deep acting'', however, is the effort to change inner feelings to deceive themselves. This type of acting will be perceived as authentic by others, but interestingly the deep acting individual will have a higher felt authenticity than surface acting individuals<ref>Gardner, W., Fischer, D. and Hunt, J., 2009. Emotional labor and leadership: A threat to authenticity?. The Leadership Quarterly, 20(3), pp.466-482. </ref>. Nonetheless, deep acting still violates inner feelings and therefore compromises authenticity, despite that the leader may not recognize this to be the case. It was shown in empirical studies that surface and deep acting were more emotionally exhausting than being genuine <ref>Grandey, A. A. (2003). When “the show must go on”: Surface acting and deep acting as determiants of emotional exhaustion and peer-rated service delivery. Academy of Management Journal, 46, 86−96. </ref>.		In that regard the question of authenticity becomes relevant in the case of emotional intelligence, because it questions whether the charisma of an emotional intelligent leader is genuine or if it is acting. If a leader engages in, what is called, ''surface acting'' that is, manipulating others by deliberately changing the emotions displayed, then followers will see it as fake. ''Deep acting'', however, is the effort to change inner feelings to deceive themselves. This type of acting will be perceived as authentic by others, but interestingly the deep acting individual will have a higher felt authenticity than surface acting individuals <ref name="emo"> Gardner, W., Fischer, D. and Hunt, J., 2009. Emotional labor and leadership: A threat to authenticity?. The Leadership Quarterly, 20(3), pp.466-482. </ref>. Nonetheless, deep acting still violates inner feelings and therefore compromises authenticity, despite that the leader may not recognize this to be the case. It was shown in empirical studies that surface and deep acting were more emotionally exhausting than being genuine <ref>Grandey, A. A. (2003). When “the show must go on”: Surface acting and deep acting as determiants of emotional exhaustion and peer-rated service delivery. Academy of Management Journal, 46, 86−96. </ref>.

	= How to enhance authenticity =		= How to enhance authenticity =
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	Perhaps the reason why authenticity hasn’t had the greatest impact so far is that it is not a quick fix method that can be implemented. It is not a leadership style that can be learnt, and it might (properly) be a difficult process to accept that certain beliefs are false for instance about one's job or partner. It has a disruptive power that is both its strength and weakness.		Perhaps the reason why authenticity hasn’t had the greatest impact so far is that it is not a quick fix method that can be implemented. It is not a leadership style that can be learnt, and it might (properly) be a difficult process to accept that certain beliefs are false for instance about one's job or partner. It has a disruptive power that is both its strength and weakness.

	Authentic Leadership can be seen as a very idealized leadership theory, and it is easy to blame other leadership styles for being inauthentic. However, for project or organizational success it might be beneficial to display emotions that are not heartfelt. Gardner comes with an example that if a leader announces employee layoffs it would be expected to express empathy and concern for the affected employees, and would most likely be met with anger and resentment from employees if the leader failed to display such emotions. If such emotions are not heartfelt, however, expressing them would be inauthentic. If the employee detects a lack of sincerity the leader may be viewed as disingenuous, thereby undermining his or her credibility with followers. This is the sort of challenge that authentic leaders face in a leadership role, where one might violate one’s true feelings. This example suggests that being completely authentic could have a negative effect on followers and organizations. Here, emotional intelligence might be more appropriate to apply instead.		Authentic Leadership can be seen as a very idealized leadership theory, and it is easy to blame other leadership styles for being inauthentic. However, for project or organizational success it might be beneficial to display emotions that are not heartfelt. Gardner <ref name="emo"> Gardner, W., Fischer, D. and Hunt, J., 2009. Emotional labor and leadership: A threat to authenticity?. The Leadership Quarterly, 20(3), pp.466-482. </ref> comes with an example that if a leader announces employee layoffs it would be expected to express empathy and concern for the affected employees, and would most likely be met with anger and resentment from employees if the leader failed to display such emotions. If such emotions are not heartfelt, however, expressing them would be inauthentic. If the employee detects a lack of sincerity the leader may be viewed as disingenuous, thereby undermining his or her credibility with followers. This is the sort of challenge that authentic leaders face in a leadership role, where one might violate one’s true feelings. This example suggests that being completely authentic could have a negative effect on followers and organizations. Here, emotional intelligence might be more appropriate to apply instead.

			Authentic Leadership has been questioned for having fundamental flaws in its "shaky philosophical and theoretical foundations, tautological reasoning, weak empirical studies, nonsensical measurement tools, unsupported knowledge claims, and a generally simplistic and out of date view of corporate life." <ref> Alvesson, M. and Einola, K., 2019. Warning for excessive positivity: Authentic leadership and other traps in leadership studies. The Leadership Quarterly, 30(4), pp.383-395. </ref>

			The question also remains if Authentic Leadership applies for project management. A study <ref name= "lev"> Levy, L., 2020. The Relationship Between Authentic Leadership in Project Managers and Project Success. Walden University, [online] Available at: <https://scholarworks.waldenu.edu/cgi/viewcontent.cgi?article=9671&context=dissertations> [Accessed 1 March 2021]. </ref> didn’t find a significant correlation between authenticity of project managers and project success. This might be because project managers don’t have as much influence as positional leaders, or because project success is influenced very little by the leadership qualities of project managers.
	The question also remains if Authentic Leadership applies for project management. A study didn’t find a significant correlation between authenticity of project managers and project success. This might be because project managers don’t have as much influence as positional leaders, or because project success is influenced very little by the leadership qualities of project managers.
	If project success is the only parameter you are interested in, then improving one's authenticity may be a lot of work for a small change. However, further studies should investigate whether authentic project managers positively influence team members in psychological areas such as well-being, felt authenticity, and job satisfaction. These enhanced factors may help the organization in future projects.		If project success is the only parameter you are interested in, then improving one's authenticity may be a lot of work for a small change. However, further studies should investigate whether authentic project managers positively influence team members in psychological areas such as well-being, felt authenticity, and job satisfaction. These enhanced factors may help the organization in future projects.

	The practise of mindfulness is a great entry to discovering your authentic self. However, critics have accused mindfulness of decontextualising mindfulness from its Buddhist roots, which cuts out the ethics and morals. Instead, it is solely used for practical reasons to reduce stress but without any introspection (McMindfulness, ~~highly recommend this article)~~. Nonetheless, the research shows great results from mindfulness without taking the Buddist tradition into account.		The practise of mindfulness is a great entry to discovering your authentic self. However, critics have accused mindfulness of decontextualising mindfulness from its Buddhist roots, which cuts out the ethics and morals. Instead, it is solely used for practical reasons to reduce stress but without any introspection <ref>Purser, R., & Loy, D. (2013). Beyond McMindfulness. Huffington post, p. 13. Retrieved from https://www.huffingtonpost.com/ron-purser/ beyond-mcmindfulness_b_3519289.html. </ref>. Nonetheless, the research shows great results from mindfulness without taking the Buddist tradition into account.

Jacobammitsoe at 13:04, 1 March 2021

2021-03-01T13:04:14Z

← Older revision		Revision as of 13:04, 1 March 2021
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	Perhaps the reason why authenticity hasn’t had the greatest impact so far is that it is not a quick fix method that can be implemented. It is not a leadership style that can be learnt, and it might (properly) be a difficult process to accept that certain beliefs are false for instance about one's job or partner. It has a disruptive power that is both its strength and weakness.		Perhaps the reason why authenticity hasn’t had the greatest impact so far is that it is not a quick fix method that can be implemented. It is not a leadership style that can be learnt, and it might (properly) be a difficult process to accept that certain beliefs are false for instance about one's job or partner. It has a disruptive power that is both its strength and weakness.

	Authentic Leadership can be seen as a very idealized leadership theory, and it is easy to blame other leadership styles for being inauthentic. However, for project or organizational success it might be beneficial to display emotions that are not heartfelt. Gardner~~, <ref>Gardner, W., Fischer, D. and Hunt, J., 2009. Emotional labor and leadership: A threat to authenticity?. The Leadership Quarterly, 20(3), pp.466-482. </ref>~~ comes with an example that if a leader announces employee layoffs it would be expected to express empathy and concern for the affected employees, and would most likely be met with anger and resentment from employees if the leader failed to display such emotions. If such emotions are not heartfelt, however, expressing them would be inauthentic. If the ~~audience~~ detects a lack of sincerity ~~on the part of~~ the leader~~, he or she~~ may be viewed as ~~hypocritical and~~ disingenuous, thereby undermining his or her credibility with followers. This is the sort of challenge that authentic leaders face in a leadership role, where one might violate one’s true feelings. ~~As we discussed~~ in authentic ~~behavior one might violate~~ authenticity		Authentic Leadership can be seen as a very idealized leadership theory, and it is easy to blame other leadership styles for being inauthentic. However, for project or organizational success it might be beneficial to display emotions that are not heartfelt. Gardner comes with an example that if a leader announces employee layoffs it would be expected to express empathy and concern for the affected employees, and would most likely be met with anger and resentment from employees if the leader failed to display such emotions. If such emotions are not heartfelt, however, expressing them would be inauthentic. If the employee detects a lack of sincerity the leader may be viewed as disingenuous, thereby undermining his or her credibility with followers. This is the sort of challenge that authentic leaders face in a leadership role, where one might violate one’s true feelings. This example suggests that being completely authentic could have a negative effect on followers and organizations. Here, emotional intelligence might be more appropriate to apply instead.



			The question also remains if Authentic Leadership applies for project management. A study didn’t find a significant correlation between authenticity of project managers and project success. This might be because project managers don’t have as much influence as positional leaders, or because project success is influenced very little by the leadership qualities of project managers.
			If project success is the only parameter you are interested in, then improving one's authenticity may be a lot of work for a small change. However, further studies should investigate whether authentic project managers positively influence team members in psychological areas such as well-being, felt authenticity, and job satisfaction. These enhanced factors may help the organization in future projects.

			The practise of mindfulness is a great entry to discovering your authentic self. However, critics have accused mindfulness of decontextualising mindfulness from its Buddhist roots, which cuts out the ethics and morals. Instead, it is solely used for practical reasons to reduce stress but without any introspection (McMindfulness, highly recommend this article). Nonetheless, the research shows great results from mindfulness without taking the Buddist tradition into account.


			==References==

			<references/>

Jacobammitsoe at 12:59, 1 March 2021

2021-03-01T12:59:59Z

← Older revision		Revision as of 12:59, 1 March 2021
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	Empirical research has found that authentic leadership has a positive effect on followers well-being, increased work engagement, commitment, job satisfaction and behaviors like task performance, creativity <ref name="banks">Banks, G. C., McCauley, K. D., Gardner, W. L., & Guler, C. E. (2016). A meta-analytic review of authentic and transformational leadership: A test for redundancy. The Leadership Quarterly, 27(4), 634–652. https://doi.org/10.1016/j.leaqua.2016.02.006. </ref> <ref>Hoch, J. E., Bommer, W. H., Dulebohn, J. H., & Wu, D. (2018). Do ethical, authentic, and servant leadership explain variance above and beyond transformational leadership? A meta-analysis. Journal of Management, 44(2), 501–529. https://doi.org/10.1177/ 0149206316665461. </ref>.		Empirical research has found that authentic leadership has a positive effect on followers well-being, increased work engagement, commitment, job satisfaction and behaviors like task performance, creativity <ref name="banks">Banks, G. C., McCauley, K. D., Gardner, W. L., & Guler, C. E. (2016). A meta-analytic review of authentic and transformational leadership: A test for redundancy. The Leadership Quarterly, 27(4), 634–652. https://doi.org/10.1016/j.leaqua.2016.02.006. </ref> <ref>Hoch, J. E., Bommer, W. H., Dulebohn, J. H., & Wu, D. (2018). Do ethical, authentic, and servant leadership explain variance above and beyond transformational leadership? A meta-analysis. Journal of Management, 44(2), 501–529. https://doi.org/10.1177/ 0149206316665461. </ref>.

	In project management context followers or most likely team members, but still in this case authentic leadership behaviors will foster more authentic team members <ref> Levy, L., 2020. The Relationship Between Authentic Leadership in Project Managers and Project Success. Walden University, [online] Available at: <https://scholarworks.waldenu.edu/cgi/viewcontent.cgi?article=9671&context=dissertations> [Accessed 1 March 2021]. </ref>.		In project management context followers or most likely team members, but still in this case authentic leadership behaviors will foster more authentic team members <ref name="lev"> Levy, L., 2020. The Relationship Between Authentic Leadership in Project Managers and Project Success. Walden University, [online] Available at: <https://scholarworks.waldenu.edu/cgi/viewcontent.cgi?article=9671&context=dissertations> [Accessed 1 March 2021]. </ref>.
	As projects often happen in an organizational context the improvement of the organization can have lasting effects on other projects <ref name="banks"> Banks, G. C., McCauley, K. D., Gardner, W. L., & Guler, C. E. (2016). A meta-analytic review of authentic and transformational leadership: A test for redundancy. The Leadership Quarterly, 27(4), 634–652. https://doi.org/10.1016/j.leaqua.2016.02.006.</ref>.		As projects often happen in an organizational context the improvement of the organization can have lasting effects on other projects <ref name="banks"> Banks, G. C., McCauley, K. D., Gardner, W. L., & Guler, C. E. (2016). A meta-analytic review of authentic and transformational leadership: A test for redundancy. The Leadership Quarterly, 27(4), 634–652. https://doi.org/10.1016/j.leaqua.2016.02.006.</ref>.

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	Perhaps the reason why authenticity hasn’t had the greatest impact so far is that it is not a quick fix method that can be implemented. It is not a leadership style that can be learnt, and it might (properly) be a difficult process to accept that certain beliefs are false for instance about one's job or partner. It has a disruptive power that is both its strength and weakness.		Perhaps the reason why authenticity hasn’t had the greatest impact so far is that it is not a quick fix method that can be implemented. It is not a leadership style that can be learnt, and it might (properly) be a difficult process to accept that certain beliefs are false for instance about one's job or partner. It has a disruptive power that is both its strength and weakness.

	Authentic Leadership can be seen as a very idealized leadership theory, and it is easy to blame other leadership styles for being inauthentic. However, for project or organizational success it might be beneficial to display emotions that are not heartfelt. Gardner, <ref>Gardner, W., Fischer, D. and Hunt, J., 2009. Emotional labor and leadership: A threat to authenticity?. The Leadership Quarterly, 20(3), pp.466-482. </ref> comes with an example that if a leader announces employee layoffs it would be expected to express empathy and concern for the affected employees, and would most likely be met with anger and resentment from employees if the leader failed to display such emotions. If such emotions are not heartfelt, however, expressing them would be inauthentic. If the audience detects a lack of sincerity on the part of the leader, he or she may be viewed as hypocritical and disingenuous, thereby undermining his or her credibility with followers. This is the sort of challenge that authentic leaders face in a leadership role, where one might violate one’s true feelings. As we discussed in authentic behavior one might violate authenticity ~~in the behavioral component of authenticity but still has balanced processing and self-awareness present.~~		Authentic Leadership can be seen as a very idealized leadership theory, and it is easy to blame other leadership styles for being inauthentic. However, for project or organizational success it might be beneficial to display emotions that are not heartfelt. Gardner, <ref>Gardner, W., Fischer, D. and Hunt, J., 2009. Emotional labor and leadership: A threat to authenticity?. The Leadership Quarterly, 20(3), pp.466-482. </ref> comes with an example that if a leader announces employee layoffs it would be expected to express empathy and concern for the affected employees, and would most likely be met with anger and resentment from employees if the leader failed to display such emotions. If such emotions are not heartfelt, however, expressing them would be inauthentic. If the audience detects a lack of sincerity on the part of the leader, he or she may be viewed as hypocritical and disingenuous, thereby undermining his or her credibility with followers. This is the sort of challenge that authentic leaders face in a leadership role, where one might violate one’s true feelings. As we discussed in authentic behavior one might violate authenticity


	The question also remains if Authentic Leadership applies for project management. A study <ref> Levy, L., 2020. The Relationship Between Authentic Leadership in Project Managers and Project Success. Walden University, [online] Available at: <https://scholarworks.waldenu.edu/cgi/viewcontent.cgi?article=9671&context=dissertations> [Accessed 1 March 2021]. </ref> didn’t find a significant correlation between authenticity of project managers and project success. This might be because project managers don’t have as much influence as positional leaders, or because project success is influenced very little by the leadership qualities of project managers.
	If project success is the only parameter you are interested in, then improving one's authenticity may be a lot of work for a small change. However, further studies should investigate whether authentic project managers positively influence team members in psychological areas such as well-being, felt authenticity, and job satisfaction. These enhanced factors may help the organization in future projects.

	The practise of mindfulness is a great entry to discovering your authentic self. However, critics have accused mindfulness of decontextualising mindfulness from its Buddhist roots, which cuts out the ethics and morals. Instead, it is solely used practically for reducing stress but without any introspection <ref>Purser, R., & Loy, D. (2013). Beyond McMindfulness. Huffington post, p. 13. Retrieved from https://www.huffingtonpost.com/ron-purser/ beyond-mcmindfulness_b_3519289.html. </ref>. So far, however, the research shows great results from mindfulness without taking the Buddist tradition into account.




	~~==References==~~

	~~<references />~~

Jacobammitsoe at 12:57, 1 March 2021

2021-03-01T12:57:15Z

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