Contemporary thinking on leadership The last thirty years has seen leadership thought evolve in a less linear manner. Rather than seeking true theory’ of leadership, contemporary thinking has explored the idea of leadership from ‘one different perspectives. These contemporary concepts of leadership inform the APS Leadership (2011) and resulting talent and leadership development activities. Development Strategy Authentic leadership Authentic leadership focuses on transparent and ethical leader behaviour and encourages open sharing of information needed to make decisions while accepting followers’ inputs. Broad interest in authentic leadership was prompted by the release of Bill George’s Authentic in 2003. For George leadership results from knowing yourself - your strengths Leadership ‘authentic and weaknesses by understanding your unique life story and the crucibles you have experienced’. – While various definitions of authentic leadership have been developed, Avolio, et al, suggest there is general agreement that the following are key components of authentic leadership: is, analysing relevant data before making a decision’. Balanced processing—that ‘objectively that is, guided by internal moral standards, which are used Internalized moral perspective— ‘being to self-regulate one’s behaviour’. is, one’s authentic self through openly sharing Relational transparency—that ‘presenting information and feelings as appropriate for situations’. is, a understanding of one’s strengths and weaknesses, and Self-awareness—that ‘demonstrated the way one makes sense of the world’ . Criticisms and challenges As a relatively recent addition to leadership’s theoretical landscape, significant criticisms of authentic leadership have not yet arisen. Proponents of authentic leadership do agree that additional work on defining and measuring authentic leadership is necessary. To discover whether authentic leadership is a foundation for good leadership, researchers suggest there is a need to examine how authentic ‘to leadership is viewed across situations and cultures’ . Further reading Avolio, Fred Walumbwa & Todd Weber, (2009). Current Theories, Research and ‘Leadership: Future Directions’ in Volume 60. Annual Review of Psychology, Bill George, (2003). Authentic Leadership: Rediscovering the secrets to creating lasting value. Adaptive leadership For proponents of adaptive leadership, leadership is a practice, not a position. Adaptive leadership focuses on leadership as a practice to be used in situations without known solutions.
Contemporary thinking on leadership The last thirty years has seen leadership thought evolve in a less linear manner. Rather than seeking ‘one true theory’ of leadership, contemporary thinking has explored the idea of leadership from different perspectives. These contemporary concepts of leadership inform the APS Leadership Development Strategy (2011) and resulting talent and leadership development activities. Authentic leadership Authentic leadership focuses on transparent and ethical leader behaviour and encourages open sharing of information needed to make decisions while accepting followers’ inputs. Broad interest in authentic leadership was prompted by the release of Bill George’s Authentic Leadership in 2003. For George ‘authentic leadership results from knowing yourself - your strengths and weaknesses – by understanding your unique life story and the crucibles you have experienced’. While various definitions of authentic leadership have been developed, Avolio, et al, suggest there is general agreement that the following are key components of authentic leadership: Balanced processing—that is, ‘objectively analysing relevant data before making a decision’. Internalized moral perspective— that is, ‘being guided by internal moral standards, which are used to self-regulate one’s behaviour’. Relational transparency—that is, ‘presenting one’s authentic self through openly sharing information and feelings as appropriate for situations’. Self-awareness—that is, a ‘demonstrated understanding of one’s strengths and weaknesses, and the way one makes sense of the world’ . Criticisms and challenges As a relatively recent addition to leadership’s theoretical landscape, significant criticisms of authentic leadership have not yet arisen. Proponents of authentic leadership do agree that additional work on defining and measuring authentic leadership is necessary. To discover whether authentic leadership is a foundation for good leadership, researchers suggest there is a need to ‘to examine how authentic leadership is viewed across situations and cultures’ . Further reading Avolio, Fred Walumbwa & Todd Weber, (2009). ‘Leadership: Current Theories, Research and Future Directions’ in Annual Review of Psychology, Volume 60. Bill George, (2003). Authentic Leadership: Rediscovering the secrets to creating lasting value. Adaptive leadership For proponents of adaptive leadership, leadership is a practice, not a position. Adaptive leadership focuses on leadership as a practice to be used in situations without known solutions.
Thinking-about-leadership-a-brief-history-of-leadership-thought.docx