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 leadershipResearch 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.
Authentic leadership (AL) has been classified as one of the foundational forms of positive leadership and is less a style than a mental model. The literature draws on the analogy of a compass by which leaders may continuously navigate toward their “True North” or optimal state. The current research, which forms part of a much larger mixed methods study on AL development, explored ways for leaders to build their own internal AL compass against which to regulate their behavior. The study centered on an executive leadership team which was coached through an AL development program. Data for the paper were collected via individual semi‐structured interviews, then thematically analyzed to identify the internal and external factors influencing participants’ AL development. The findings illustrate how leaders can identify the current state of their internal selves through facilitated examination of their internal identity, purpose, values, beliefs, and psychological states, which are collectively referred to as AL levels. By deliberately refining their AL levels, they were able to adjust their visible behaviors to greater effectiveness. Leaders were then able to take steps toward constructing their internal compass to maintain their “True North” trajectory toward AL. A framework is proposed for the development of an internal AL compass.
scite is a Brooklyn-based organization that helps researchers better discover and understand research articles through Smart Citations–citations that display the context of the citation and describe whether the article provides supporting or contrasting evidence. scite is used by students and researchers from around the world and is funded in part by the National Science Foundation and the National Institute on Drug Abuse of the National Institutes of Health.