Question 1

Is it true that Authentic leadership has its roots in psychology where the concept of the 'true self' is contrasted with a 'false self'?

Accepted Answer

Authentic leadership is indeed grounded in psychological principles, particularly those related to the concepts of 'true self' and 'false self'. This approach emphasizes the importance of leaders being genuine and true to their own values and beliefs, rather than adopting a persona that does not reflect their true selves.

Question 2

What might be the common link between the ideas of authentic, spiritual, and ethical leadership theories?&#10;A) These leadership theories have developed from observations of the success of large organizations such as Enron, Lehman Brothers, Northern Rock, and RBS.&#10;B) These ways of thinking about leadership have led to the growing trust in corporations said to be evidence of a growing satisfaction of the leadership of key social organizations.&#10;C) These ways of thinking about leadership have come to the corporations have led some to question the underpinning paradigms that govern our economic system&#10;D) These leadership theories have corporations has led some to question the underpinning paradigms that govern our economic system.

Accepted Answer

DBoth C and D suggest that these leadership theories have led to questioning the fundamental paradigms of our economic system, which is a common link among them.

Question 3

Is it true that the psychological state of an individual, who could use the 'false self', enables a person to be 'real' and spontaneous, whereas the true self reacts to its environment in a way that is false?

Accepted Answer

The concept of the 'false self' actually refers to a defensive facade that one might adopt in response to external pressures, concealing their true feelings, desires, and vulnerabilities. The 'true self', in contrast, is considered to be more authentic and aligned with an individual's genuine emotions and thoughts, allowing for more spontaneous and real reactions to their environment.

Question 4

Why do authors Avolio and Gardner (2005) suggest existing models of leadership are no longer appropriate for developing leaders facing an uncertain future?&#10;A) The current ideological approach towards leadership is socially irresponsible and unsustainable in the long term.&#10;B) Authors suggest older models of leadership are more than sufficient for developing leaders facing an uncertain future&#10;C) The current ideological approach towards leadership has been socially responsible and sustainable in the past&#10;D) Authors suggest current models of leadership are more than sufficient for developing leaders facing an uncertain future

Accepted Answer

Avolio and Gardner (2005) argue that existing models of leadership are no longer appropriate because they view the current ideological approach towards leadership as socially irresponsible and unsustainable in the long term, especially in the face of an uncertain future. This perspective suggests a need for new models that are more adaptable and responsible.

Question 5

How might authors define authentic leadership in terms of its relationship between individuals and leaders?&#10;A) They suggest a monarchy whereby the leader's authenticity, the follower's authenticity, alongside the phenomenon of authentic leadership operate as a mutually exclusive social network.&#10;B) They suggest a hierarchy whereby the individual's authenticity, the leader's authenticity, and the phenomenon of authentic leadership operate as a mutually inclusive social network.&#10;C) They suggest a monarchy whereby the individual's ethnicity, the leader's ethnicity, and the phenomenon of ethical leadership operate as a mutually exclusive social network.&#10;D) They suggest a hierarchy whereby the ethics of the follower, the ethics of the leader, and the phenomenon of authentic leadership operate as a mutually exclusive social network.

Accepted Answer

Authors define authentic leadership in terms of its relationship between individuals and leaders by suggesting a hierarchy where the authenticity of both individuals and leaders, along with the phenomenon of authentic leadership itself, operate as a mutually inclusive social network. This emphasizes the interconnectedness and mutual influence between leaders and followers in the context of authenticity.

Question 6

Self-awareness: this refers to the degree to which an individual understands their 'true self'. Is this a correct definition of 'self-awareness'?

Accepted Answer

Self-awareness indeed refers to the understanding an individual has of their 'true self', encompassing their thoughts, feelings, motivations, and behaviors.

Question 7

Those who are deeply aware of how they behave and are perceived by others as being aware of their own values, knowledge and strengths; aware of the context in which they operate; and who are confident, hopeful, optimistic, resilient, with high immoral character.
Does this reflect Avolio et al. (2004:4)'s explanation of authentic leaders?

Accepted Answer

Avolio et al. (2004) describe authentic leaders as having high moral character, not "immoral" character.

Question 8

George (2003) offers a practical 'how to be authentic' guide. What are the 5 facets which can be combined as the essential core of the authentic leader?&#10;A) Principles, Valour, Resilience, Self-discipline, Compassion&#10;B) Purpose, Values, Rigour, Self-discipline, Confidence&#10;C) Pride, Valour, Resilience, Self-discipline, Courage&#10;D) Purpose, Values, Relationships, Self-discipline, Compassion

Accepted Answer

George (2003) identifies the essential core of the authentic leader as Purpose, Values, Relationships, Self-discipline, and Compassion. These facets emphasize the importance of knowing one's core beliefs, building meaningful connections, maintaining discipline in actions, and showing empathy and understanding towards others.

Question 9

Why do Bennis and Thomas (2002) equate that authentic leaders share their failures as well as their success?&#10;A) They are afraid to discuss what motivates them and celebrations for the setbacks and defeats are because they are unable to hide them.&#10;B) They are not afraid to discuss what motivates them and the lessons they have taken from setbacks and defeats as well as celebrations&#10;C) They are not afraid to celebrate what motivates them and the lessons they have taken from successes and aspirations&#10;D) They are not afraid to discuss what demotivates them and celebrate the lessons they have taken from setbacks and failures

Accepted Answer

The answer of Why do Bennis and Thomas (2002) equate...

Question 10

What do Criswell and Campbell (2008:1) suggest as necessary to Building an Authentic Leadership Image?&#10;A) That it is important for leaders to 'recognize genuine aspects of themselves that should be coming across to people-but aren't'&#10;B) That it is not important for leaders to 'recognize genuine aspects of themselves that should be coming across to people-but aren't'.&#10;C) That it is not important for leaders to 'recognize genuine aspects of themselves that should be coming across to people-but just are'.&#10;D) That it isn't important for leaders to 'recognize disingenuous aspects of themselves that should not be coming across to people-but aren't'

Accepted Answer

Criswell and Campbell (2008:1) emphasize the importance of leaders recognizing and conveying genuine aspects of themselves to others, which is essential for building an authentic leadership image.

Deck 6: Authentic Leadership