Friday, January 19, 2018

Much of the emphasis of Authentic Leadership Development (ALD) is placed upon ethical leadership, but our research shows that there is an additional benefit to genuine ALD, namely an increased capacity for strategic leadership. In this article we aim to highlight this somewhat neglected benefit of ALD and demonstrate how Authentic Leadership groupcoaching can develop a leader’s cognitive complexity and hypothesise this may  be as a result of the group-coaching process elevating them through their Leadership Development Levels (Eigel & Kuhnert, 2005).

Please click on the link below to access the full article published in the International Society for Coaching Psychogy journal - Coaching Psychology International.

It is suggested that authentic leaders can be distinguished by four self-related characteristics: ‘the salience of the leadership role in their self-concept, the level of self-concept clarity, the extent to which their goals are self-concordant, and the degree to which their behaviour is consistent with their self-concept’. The aim of this research was to establish if and how authentic leadership group-coaching impacts a leader’s self-concept and self-concept clarity. Design: 25 senior leaders participated in one of five authentic leadership coaching groups run over a twoyear period. Each group met one day a month over three months to discuss how their past/present/future domains influence their leadership practice. The Self-Concept Clarity Scale was administered at the beginning of day one and at the end of day three to see if there was any difference between pre-coaching and post-coaching scores. Results: Paired sample t-tests were conducted on the questionnaire data and results showed both statistical significance (p<.001) and a large Cohen effect size (d=1.01). Conclusion: This paper considers the relevance of the self-concept in the context of authentic leadership development and the results suggest that authentic leadership group-coaching works at a sufficiently deep level to increase participant’s self-concept-clarity. It examines how group-coaching can help individual’s achieve a greater clarity of their self-concept and proposes a combination of social psychology theories to explain why this group format may be so effective.

Please click on the link below to access the full article published in The British Psychological Society's journal - The Coaching Psychologist 2016

Authenticity is a key concept within Existential thought and practice, yet despite the growing interest in the field of Authentic Leadership, very little has been written that brings together these two fields. This paper explores the existing work that does attempt to bridge these two areas, specifically considering how Existentialism might relate to the actual development of Authentic Leadership. It examines the tension behind the two opposing epistemologies of science’s rationalist approach to Leadership and Authenticity and philosophy’s phenomenological perspective. It argues the effectiveness of an existential approach to Authentic Leadership Development and proposes a phenomenological model of Authentic Leadership Coaching and illustrates how this might address the key existential issues pertinent to Authentic Leadership such as authenticity, values, meaning, purpose and finitude.

Please contact us for a PDF of the original article published in The British Psychological Society's journal - The Coaching Psychologist 2015 or cut and paste this link into your browser:

National survey data from the US suggests that over the last decade there has been a growing crisis in confidence in business and political leadership, which is possibly one reason for the increased scientific research into the emerging field of Authentic Leadership. Much evidence is starting to accumulate into both a conceptualisation of AL and its potential organisational benefits. However, what seems slow to follow is a scientific approach to Authentic Leadership Development. This study reports on the efficacy of one particular form of ALD, namely authentic leadership group-coaching. Five 3-month long group-coaching interventions were run over a period of two years and a repeated measures design was employed to evaluate whether these AL coaching groups had an impact on the scores of two scientifically validated AL measures; the Authentic Leadership Questionnaire (ALQ) and the Authentic Leadership Inventory (ALI). Analysis of the ALQ and ALI results found significant differences in the scores of both of these instruments. ALQ: t(24)=2.83, p<.009 & ALI: t(24)=3.84, p<.001. It was therefore concluded that the relatively short-term Authentic Leadership coaching group is an effective form of Authentic Leadership Development.

Please click on the link below to access the full article published in The British Psychological Society's journal - The International Coaching Psychology Review 2016

This paper explores and merges two important fields of coaching; Group Coaching and Authentic Leadership Development (ALD). It develops a theory of group coaching and builds this into a conceptual and evidence-based method of ALD. Design: Four authentic leadership coaching groups were conducted over an 18-month period. Each group consisted of five or six senior leaders and were run once a month over a three-month period. After a threemonth gap, recorded semi-structured interviews were conducted with all participants to capture the learning and behaviour change that these leaders had experienced as a result of the group-coaching programme. Results: A Grounded Theory approach was applied to the analysis of monthly diary and final interview data which resulted in a two-part theory. Firstly, how the process of a group-coaching approach to ALD works, and secondly, what the output of this approach is in terms of individual leadership. A model was developed comprising four core concepts of authentic leadership along with seven sub-categories of key leadership skills. Conclusion: This research brings together the two key areas of group coaching and leadership development and contributes to the field of leadership coaching by offering both a model and a method of ALD. It offers an underpinning theory of each and introduces a model of authentic leadership based on the core concepts of; Conscious, Competent, Confident and Congruent leadership.

Please click on the link below to access the full article published in The British Psychological Society's journal - The International Coaching Psychology Review 2015.

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