Authentic Leadership
I’ve reached the point in my MBA class in Organizational Behavior where we are covering theories and philosophies of leadership. One of the concepts presented in the text we use is called authentic leadership. I’ve been aware of the concept for several years, but because I never really paid much attention to it, I realized yesterday that I did not understand it well enough to explain it to others.
I searched the highest quality peer-reviewed management journals for the most recent article on authentic leadership. I wanted to know 1) how is it defined, 2) how is it measured, and 3) where does it fit in the nomological network. I found a 2008 article published in the Journal of Management entitled “Authentic Leadership: Development and Validation of a Theory-Based Measure,” by Fred Walumbwa and 4 other co-authors.
Here is how they define authentic leadership:
A pattern of leader behavior that draws upon and promotes both positive psychological capacities and a positive ethical climate, to foster greater self-awareness, an internalized moral perspective, balanced processing of information, and relational transparency on the part of leaders working with followers, fostering positive self-development. (p. 94).
Frankly, I think that definition is a mess. It’s too complicated, which makes it impossible for normal folks to remember. In my opinion, that renders it useless as a guide for behavior in the real world.
The scale they developed to measure authentic leadership is better than the definition. For some strange reason, they did not publish the full measure they developed, but they did share these 8 questions that they use to tap self-awareness (1 and 2), relational transparency (3 and 4), internalized moral perspective (5 and 6), and balanced processing (7 and 8). These 8 questions would be asked of the follower to determine the degree to which a leader was seen as authentic:
1. Seeks feedback to improve interactions with others
2. Accurately describes how others view his or her capabilities
3. Says exactly what he or she means
4. Is willing to admit mistakes when they are made
5. Demonstrates beliefs that are consistent with actions
6. Makes decisions based on his/her core beliefs
7. Solicits views that challenge his or her deeply held positions
8. Listens carefully to different points of view before coming to conclusions
I like those questions a lot, but the reliability of the subscales were disappointingly marginal (highest was α = .77, low was α = .70). Because it is very difficult to publish a study with a measure that has reliability below .70, it is risky for other researchers to use these measures in their own research; consequently, I don’t anticipate seeing a lot of high quality research on authentic leadership the way it was defined and measured in this study.
The nomological network established in the study was also limited. Authentic leadership was a significant predictor of follower satisfaction, follower job performance, and organization climate. In a separate sample, they found that authentic leadership predicted organizational citizenship behavior, commitment, and satisfaction with the supervisor.
My favorite part of the study was this statement by the authors:
In sum, the proposed view of authentic leadership suggests that authentic leaders show to others that they genuinely desire to understand their own leadership to serve others more effectively. They act in accordance with deep personal values and convictions to build credibility and win the respect and trust of followers. By encouraging diverse viewpoints and building networks of collaborative relationships with followers, they lead in a manner that followers perceive and describe as authentic. (96).
I think any follower that observed that behavior in a leader would simply call that good leadership.
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Welcome to my blog! Please feel free to share your thoughts in the comment section of my posts. I publish all constructive, non-anonymous comments. 
This is a fascinating topic. I like this quote from Bob Terry:
“Authenticity is knowing, and acting on, what is true and real inside yourself, your team and your organization AND knowing and acting on what is true and real in the world.”
A great question you ask, how is that practical?
I, 27, am still working on that first part – knowing and ACTING on what is real inside myself. That alone, is often easier thought than done (especially in the heat of the moment)…
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Bret L. Simmons Reply:
November 16th, 2010 at 1:06 pm
I like that, Anna, but the question becomes what is real and true? I guess this is simply to contrast with being fake or unrealistic, which we would agree sucks. If you are considering these things are 27 you are ahead of most of your peers! Thanks, Bret
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Anna Smith Reply:
November 16th, 2010 at 1:56 pm
Thanks, and I don’t necessarily think it’s just about being fake and unrealistic, but also about expectations we have.
When things are different from what we expect, it can become difficult to remain authentic.
When my neighbor comes over and my house is a mess, I don’t act authentically at first (I grew up learning one’s home should be spotless when guests arrive).
As a new manager, anytime my job description/expectations differ from the real world, it takes me a while to figure out what is ‘real and true within myself’, what I stand for and how I can align my values.
Until I intentionally figure that out, I probably act fake, based on what I think other people expect from me.
I’m just rambling here, again, great topic, thanks!
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Bret L. Simmons Reply:
November 16th, 2010 at 2:55 pm
But what do you mean by “the real world”, Anna? Do you mean when you are asked to do things that are not part of your core values or core identity? Thanks! Bret
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Interesting. Yes: A loyal line cook who had worked for the company for over 17 years was making just over $7.00 per hour. He couldn’t read or write and was considered ‘safe’ talent – “he probably wouldn’t try to leave and find a different job”. (Other cooks made between $8 and $12). This loyal line cook was instrumental in setting our third shift up for success – he understood how to manage and be managed, was hard working, caring, experienced, etc.
It was difficult to align my values with the idea of ‘safe talent’, but it was necessary. That line cook eventually got a raise, but a very small one.
I expected that “Managers wield significant authority and freedom to make things happen.” (Linda Hill) The real world was different. Until I learned what to think and how to align my values with org. values, I didn’t act authentically (depending on who I talked to, I ‘sided’ with either the line cook or corporate).
Knowing what is true and real inside myself can be tough in new situations, but that’s just me.
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Bret L. Simmons Reply:
November 16th, 2010 at 4:18 pm
find your voice, be yourself. Stay true to your voice and don’t surrender it to anyone or any company. Once it’s gone, it’s hard to get back. Thanks! Bret
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I’ve always been torn on authentic leadership. It doesn’t seem like a good model. It just seems like “be a good leader.”
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Bret L. Simmons Reply:
November 16th, 2010 at 4:15 pm
I agree. I did not say it in the article, but I also see an agenda behind the folks trying to control it’s definition and measurement. get the article and look at the name of the company that sponsors some of the researchers.
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With all due respect, Bret, don’t look to academics for definitions on such topics as leadership. There’s a strong propensity to not only create excessively long definitions but those that are overly analytical as opposed to human-based. It reminds me of past work in innovation policy, where definitions of what is “innovation” come in all shapes and sizes. Fortunately, I found a beautiful definition recently from two business writers, which I’ll use in an upcoming blog series I’m completing on innovation and leadership.
Again,no disrespect to you, Bret.
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Bret L. Simmons Reply:
November 17th, 2010 at 9:49 am
no offense taken, Jim! the value of an academic definition is it forms the basis for a more methodical, evidence based evaluation of the efficacy of a concept. The problem with something like authentic leadership or engagement is a lot of people are using these terms and I don’t think they are all describing the same thing. The end result is a useless mess. Thanks for sharing, Jim! Bret
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Way to cur through the crap!! Bravo!!!
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Bret L. Simmons Reply:
November 17th, 2010 at 2:19 pm
thanks, Wally! No shortage of crap to cut through, unfortunately. Bret
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Authentic leadership great insight on learning the purpose essential metric to take you from where you are at present to where you are going . Thanks
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Bret L. Simmons Reply:
April 2nd, 2012 at 7:44 pm
Welcome, Corey. Thanks for sharing your thoughts! Bret
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