Fast-tracking authentic leadership development by means of a programme

• Main Authors: Tineke Wulffers, Mark Bussin, Magda Hewitt
• Format: Article
• Language: English
• Published: AOSIS 2016-09-01
• Series: South African Journal of Human Resource Management
• Subjects: Development of leadership authenticity; authentic leadership programme
• Online Access: https://sajhrm.co.za/index.php/sajhrm/article/view/764

Orientation: While there is considerable literature on the definition and impact of authentic leadership (AL), there is a research gap regarding the effectiveness of AL programmes. Research purpose: The focus of this article is on the proximal programme effect of an AL development programme on executive leaders within a period of 3 months. Motivation for the study: AL has been identified not only as the root construct of positive forms of leadership but also equates to the highest level of leadership effectiveness. Leadership authenticity can take a life time to develop, and organisations need positive and ethical leadership now. An appropriate AL programme could considerably shorten the development period of a such leadership Research design, approach and method: A longitudinal qualitative programme evaluation approach was used. The participants comprised a primary group of a 10-member executive leadership team who were the AL programme participants and their respective secondary (senior, peer and subordinate) participants who provided pre- and post-programme data on the leadership authenticity of the primary participants. Main findings: The outline of the AL programme is presented with an indication of how it adhered to specific guidelines offered for development of such programmes. Findings indicate that the programme had a proximal effect of increasing AL; starting with the development of personal followed by interpersonal and professional leadership. Practical/managerial implications: An appropriate and effective AL programme could thus considerably shorten the development period of such leadership.