Amal Replies L12 - I SUBMIT THIS WORK IN MY UNIVERSITY IN LEIU OF MY DEGREE PDF

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I SUBMIT THIS WORK IN MY UNIVERSITY IN LEIU OF MY DEGREE...

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Amal Discussion 12 Replies Reply#1 Hi, Jennifer. I have read your discussion. You thoroughly described authentic leadership; you presented some genuine and thought-provoking points about authentic leadership. Your argument is awe-inspiring. The issue where you discussed that if a leader is honest and real, he can solve many problems. I want to point here that leadership and authenticity complement each other because they play a supporting role (Pennsylvania State University, 2020). At authentic leadership, the leader acts just like as he said. He is genuine by heart. There are significantly fewer Authentic leaders because it is rare to find that person fits in the same role as he is by nature. In other words, authentic leadership gives the real relationship between leader and follower. It is the relation of trust. Follower blindly trusts their leaders for his authenticity. I think authenticity is a vast subject. It has various meanings for everyone according to their perception of authenticity (Northouse, 2016). How one person sees the authenticity of another, maybe another person has a different perspective. Practically authentic leadership developed in leaders with time. The article clearly stated that any leader finds his true self when he is under pressure, and things are not going in the way he wants. Then he indeed showed his nature what he is in actuality. The authentic leader has a positive capacity to build a supportive and loyal team around him (Northouse, 2016). Then you describe the criticism that Alvesson and Einola did. I think it is a good strategy for knowing about the pros and cons of any theory. Only then can the person know what is the future of these theories in leadership. References

Northouse, P.G. (2016). Leadership: Theory and Practice. (7th Edition). Los Angeles: Sage Publications. Pennsylvania State University (2020). Leadership in work. Module 12: Introduction to Authentic Leadership. Retrieved from https://psu.instructure.com/courses/2075467/modules/items/30110523

Reply# 2 Hi, Gabrielle. The way you approach the discussion is thought-provoking. I enjoyed while reading your discussion of this week. You elaborate things in a very professional manner; you criticized theory in a unique way that I wanted to discuss with you. I think every leader has its strengths and weaknesses. While talking about authentic leadership, it is built on trust between the leader and the follower. The crucial part of this leadership is having clarity between leader and follower. Every person has a different meaning of authenticity (Northouse, 2016). One thing is right for one person but wrong for the other. Besides this, authentic leadership has taken all focus on the leader. It is less about followers and more about a leader. You did a great job discussing that for becoming a role model for followers, the focus must be all four leadership components: leader, follower, leadership, and followership. Authentic leadership can make a high impact on their followers (Pennsylvania State University, 2020). Followers blindly believe that whatever their leader said or did is always right. Every leader wants this kind of followership from their followers. Authentic leaders showing their genuine openness and honesty through their actions can be the source of making real followers who will be following their leader even outside the work environment (Northouse, 2016).

References Northouse, P.G. (2016). Leadership: Theory and Practice. (7th Edition). Los Angeles: Sage Publications. Pennsylvania State University (2020). Leadership in work. Module 12: Introduction to Authentic Leadership. Retrieved from https://psu.instructure.com/courses/2075467/modules/items/30110523...