Transformational and Authentic Leadership
This week’s focus is on putting the concept of servant leadership into the context of other leadership philosophies, approaches, and ideas and into the context of your personal and professional practices. To this end, use the Required Studies to address the following points:
Compare and contrast servant leadership with transformational leadership and authentic leadership.
How do these types of leadership overlap, conflict, and inform each other?
Why are these types of leadership important to the study of leadership?
Analyze the approaches for the strengths and opportunities.
Your response may be presented in graphic organizer format, but there should enough information for your classmates to provide substantive responses. Be sure to cite your references in APA style.
Thank you for your assistance in this writing. I am including the required weekly information to assist you in your writing.
SERVANT LEADERSHIP IN CONTEXT
07.Leadership Stylist – Pay It Forward – Movie Two (Prowse, 2009) [Closed captions]
In 07.Leadership Stylist – Pay It Forward – Movie Two (Prowse, 2009), a clip from the major motion picture Pay It Forward (Tiersman & Leder, 2000), teacher Eugene Simonet (played by Kevin Spacey) asks his young students an important question: “What does the world expect from you?” He also challenges them with a year-long assignment: “Think of an idea to change our world—and put it into ACTION”. Servant leadership is about changing the world through action. Although thinking of an idea is the first step, this action alone is insufficient. Simonet pushes the students toward action. Similarly, John Kotter (2001), professor and entrepreneur, wrote, “leading an organization to constructive change begins by setting a direction—developing a vision of the future… along with strategies for producing the changes needed to achieve that vision” (p. 4). His quotation emphasizes the need for the idea AND the plan for action.
The clip from Pay It Forward (Tiersman & Leder, 2000) places the goal of servant leadership in a global context. It creates a broad arena in which the concept can operate even for the youngest among us. Servant leadership, however, also has to operate within the context of other leadership models, theories, approaches, and styles. Where does it fit in the larger scheme of leadership? This week will take a closer look at “relatives” of servant leadership—authentic leadership and transformational leadership—and how their components connect as well as diverge. All of these leadership types put a special emphasis on what happens to followers, so understanding the interaction of these leadership types illustrates that servant leadership does not exist in a vacuum and can be enhanced by studying other types and approaches. There is a moral dimension to all these approaches (Northouse, 2016). For instance, other authors include authenticity as a characteristic of servant leadership (Gordon, 2007; van Dierendonck & Nuijten, 2011). Bass (2000) wrote that servant leadership has foundations in charismatic leadership, a theory that is often associated with transformational leadership; and his work finds commonalities with other leadership forms that focus on the relationship between the leader and the follower. In addition, the psychodynamic approach, utilizes personality types to inform how leadership is practiced with the emphasis that leadership is better practiced when there is an understanding of the personality of the leader and the follower and how the styles work together (Northouse, 2016). This approach could easily be incorporated into servant leadership, as well as authentic and transformational leadership, in order to enhance the growth of the leader and the followers. The differences among the types occur in how the interaction with followers takes place.
In the midst of a myriad of theories, approaches, styles, models, principles, and philosophies, you must ask yourself what action you will take to grow personally and professionally as a leader. What do you believe about the relationship between leader and followers? How will you integrate what you have learned into your practice? Just as Eugene Simonet challenged his students, your challenge is similar: Decide the type of leader you will be and think of an idea to change the world. Then, put it into action.
References
Bass, B. M. (2000). The future of leadership in learning organizations. Journal of Leadership Studies, 7(3), 18–40. doi: 10.1177/107179190000700302
Gordon, R. D. (2007). Leadership, servant. In International encyclopedia of organization studies(pp. 786-789). Thousand Oaks, CA: Sage Publications. Retrieved from http://www.sagepub.com/
Kotter, J. (2001, December). What leaders really do. Harvard Business Review. Retrieved from Retrieved from http://hbr. org/2001/12/what-leaders-
Northouse, P. G. (2016). Leadership: Theory and practice (7th ed.). Thousand Oaks, CA: Sage Publications.
Prowse, M. (2009). 07.leadership stylist – Pay it forward – Movie two [Video file]. Retrieved from
Treisman, J., McLaglen, M., Carson, P., Abrams, P., & Levy, R. L. (Producers), & Leder, M. (Director). (2000). Pay it forward [Motion picture]. United States: Warner Bros.
vanDierendonck, D. & Nuijten, I. (2011). The servant leadership survey: Development and validation of a multidimensional measure. Journal of Business and Psychology, 26(3), 249-267. doi:10.1007/s10869-010-9194-1
WEEKLY OBJECTIVES
Through participation in the following activities, the candidate will:
Articulate a synthesis of applicable research findings and theory on which the study of leadership, and servant leadership in particular, is based, and be conversant with a broad survey of theoretical concepts and assumptions about leadership and leadership behavior.
Transformational and Authentic Leadership
Develop a set of best leadership practices based on an identification and review of various historical, contemporary, and emerging models of leadership, and synthesize the critical features of effective leadership in schools or modern organizations.
Personal Action Plan
Final Project: How-To Guide
Utilize research to develop a personal growth plan for their continuing development and success as school and organizational leaders that applies leadership theory to their particular work environment (e.g., school, non-profit, business).
Personal Action Plan
Acquire an increasingly mature commitment to an outward-looking vision of leadership, organizational change, and societal transformation through the integration of faith, reason, and principles of equity.
Personal Action Plan
Final Project: How-To Guide
Act more insightful about personal leadership competencies, paradoxes and challenges.
Personal Action Plan
Final Project: How-To Guide
Communicate personal ideas, reflections, and interpretations in writing at a level and in a manner appropriate for doctoral-level work.
Transformational and Authentic Leadership
Personal Action Plan
Final Project: How-To Guide
Analyze leaders and organizations by utilizing the theories, perspectives, and skills introduced or reinforced in this course.
Final Project: How-To Guide
REQUIRED STUDIES
The following materials are required studies for this week. Complete these studies at the beginning of the week and save these weekly materials for future use.
Leadership: Theory and Practice (Northouse, 2016)
Chapter 8: Transformational Leadership
Chapter 9: Authentic Leadership
Read
Authentic Leadership Development: Getting to the Root of Positive Forms of Leadership(Avolio & Gardner, 2005) [Web page]
Transformational and Servant Leadership: Content and Contextual Comparisons (Smith, Montagno, & Kuzmenko, 2004) [Web page]
RECOMMENDED STUDIES
These resources are provided to enhance your overall learning experience. For deeper understanding of the weekly concepts, review these optional resources.
George, B., Sims, P., McLean, A. N., & Mayer, D. (2011). Discovering your authentic leadership. In Harvard Business Review (Ed.), HBR’s 10 Must Reads on Leadership (pp. 163-178). Boston, MA: Harvard Business Review Press.
Rooke, D. & Torbert, W. R. (2005). Seven transformations of leadership. In Harvard Business Review (Ed.), HBR’s 10 Must Reads on Leadership (pp. 163-178). Boston, MA: Harvard Business Review Press.
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