Trigger events and crucibles in authentic leaders' development

Abstract

PurposeThe purpose of this study is to examine the role of trigger events and leadership crucibles in the lives of authentic leaders. The study was based on two theories: authentic leadership theory and born versus made theory.Design/methodology/approachParticipants were included in the study if they scored between 64 and 80 on the Authentic Leadership Questionnaire (ALQ). The qualified leaders were then asked to participate in a qualitative interview utilizing an interview guide born out of the relevant literature. The interview followed the guidelines of the Critical Incident Technique (CIT).FindingsThe data indicated that trigger events and leadership crucibles play a significant role in authentic leadership development.Practical implicationsPractitioners should emphasize the prominent themes of self-awareness, relational transparency, balanced processing and moral perspective and the connection with other themes that emerged from the current study when developing or training leaders. Furthermore, practitioners concerned with creating an authentic leadership culture may consider the findings of the current study to develop and employ hiring and promotion strategies that increase the probabilities of hiring and promoting leaders that exhibit authentic leadership behaviors.Originality/valueThe findings of the research indicate that trigger events and crucibles both affect authentic leadership development. The research findings confirm characteristics associated with authentic leadership theory were predominant in the participants. However, one theme that prevailed was that of spirituality, which may or may not be considered to be part of an authentic leader's moral perspective

Exploring Authentic Leadership through Leadership Journey of Gandhi

“…In this context, Sparrowe (2005) argued that the self-regulatory process as described and analysed using the positivist approach creates limited understanding since it does not account for the dynamic nature of the self. Some of the notable studies are by Shrivastava (2018) and Shannon, Buford, Winston, and Wood, (2020) where the studies have explored trigger events and authentic leadership development through critical incident technique. Likewise, Loci (2016) described various factors that can contribute to further fostering the unique vision of authentic leaders.…”

Managerial identity development across the age-spectrum from an ideal self and values perspective

“…In place of career stages, flexible conceptualizations such as "career eras" (Boyatzis and Dhar, 2019) might be more relevant. Trigger events (Shannon et al, 2020), instead of age, can be considered as markers for transition. The field of career development can benefit from developing measures that capture the subjective aspect of identity change at the individual level; and the essential elements of the context within which such change occurs at organizational level.…”

The importance of authentic leadership

“…Pertinent issues are explored further by Shannon et al (2020) in a study of leaders from various organizations in the United States. A questionnaire was used to identify respondents as authentic.…”

“…The review is based on: “Trigger events and crucibles in authentic leaders’ development” by Shannon et al (2020), published in Journal of Management Development . Firm performance can be significantly enhanced when its leaders are authentic.…”