Sunday, December 17, 2017

It is 10 years since the Gallup Leadership Institute’s Summit was held to stimulate ideas around the emerging field of Authentic Leadership. The gathering took place to investigate what might be a key construct underlying all positive forms of leadership, which they labelled Authentic Leadership Development (ALD). Over 80 papers were presented and key articles then published in a special edition of The Leadership Quarterly and a volume of Monographs in Leadership and Management. This paper briefly overviews the field, focusing on the part coaching psychology can play in the development of Authentic Leaders. It specifically discusses a group-coaching approach to Authentic Leadership and examines the humanistic conditions that are believed to play a significant part in its effectiveness.

Read more: Humanistic Authentic Leadership Development

This article overviews a group-coaching approach to Authentic Leadership development. A group of six senior managers took part in a three-day coaching workshop designed to help them explore their personal approach to leadership. The format of the sessions allowed each individual to reflect on how and why they lead in the way they do whilst being questioned, challenged
and supported by other group members. The group met for one day a month over three months and after a three month break were asked to give feedback on their personal learning and report on how the experience had helped them in their role as a leader. Evaluation of this coaching intervention was based on the Kirkpatrick Evaluation Model assessing; Learning, Behaviour Change and
Performance Improvement. The final evaluation level of ROI was omitted due to the inherent difficulties in isolating the correlation between personal development and profit. However, self- reported performance improvement clearly suggests tangible benefits for the individual leaders, their teams and their businesses.

Read more: Group Coaching Approach to Authentic Leadership Development

This is part 1 of a two part article looking at the emerging field of Authentic Leadership. As this fields rallying cry is “to thine own self be true” the article briefly charts the study of Self and the challenge that posses to the study of this latest leadership paradigm.

Read more: Can Coaching Psychology help develop Authentic Leaders: Part One

Part One of this article introduced the emerging field of Authentic Leadership and asked if Coaching Psychology can play a part in Authentic Leadership development. As authenticity is often encapsulated by the phrase ‘to thine own self be true’ Part One briefly chartered the historical study of the Self before moving on to look at the conceptual basis of authenticity itself. 

Read more: Can Coaching Psychology help develop Authentic Leaders: Part Two

The concept of Authentic Leadership seems to be an idea of our time. Transactional leadership was once considered sufficient for effective organisational management (Burns 1976), but then after the successes of the 1980’s this gave way to the idea of Transformational leadership (Bass 1997) where leaders supposedly motivated through what was termed ‘idealised influence’. However, this idea of the charismatic leader has been somewhat undermined by a decade of global mis-leadership which has led us, almost inevitably, to the new paradigm of Authentic Leadership.

Read more: Authentic Leadership Coaching needs to be more robust

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Training as a means of learning and development has its place. But sometimes the learning and development that is required has to come from the individual themselves and not someone else.

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