Chan, Hannah and Gardner (2005)[1] divided their research on authentic leadership development and the emergence of authentic leadership behaviour up into 1) the intrapersonal processes, followed by 2) the effect of that on self, others and outcomes. They illustrate a process model of the emergence of authentic behaviour, which starts with the self. So let’s start unpacking what they might mean with their first point (the intrapersonal process), and over the next couple of weekly blogs, I will add my own thoughts, based on my experience of facilitating the journey where my executive and leadership clients very successfully develop leadership authenticity. Thereafter we will move onto their second point (the effect of that on self, others and outcomes).
They propose that the major sub-processes include: 1) the leader’s self-clarity and meta-cognition of their self-system, (i.e. self-awareness), for instance, awareness of who they are, their values and beliefs, and 2) the leader’s alignment of self-awareness and self-regulation through meta-cognitive oversight and agentic (i.e. self-organising, proactive, self-reflecting and self-regulating) commitment to self, therefore ensuring that who they are, the values that they espouse, and what they believe in, is reflected in their behaviours. For more on this, and some unpacking of what it means, look out for following weekly blogs, and let us have your comments please!
[1] Chan, Adrian Hannah, Sean T., and Gardner, Willaim L. (2005A). ‘Veritable authentic leadership’, ‘W.L. Gardner et al, Monographs in leadership and Management Volume 3: Authentic leadership theory and practice: Origins, effects and development, Amsterdam: Elsevier
The Moya Blog
