Leading Authentically: A New Principal in Challenging Circumstances

Year 2017, Volume: 2 Issue: 1, 10 - 27, 15.07.2017

Pamela S. Angelle

https://doi.org/10.30828/real/2017.1.2

Cited By: 5

Abstract

This qualitative study was undertaken as part of the
ISLDN global study of social justice leaders, focused on the leadership stories
of the respondent.  This study is framed
in authentic leadership and examined the leader’s self-awareness, authentic
behaviors, and relationships, which both communicated and solidified the
authenticity of the leader.  Data were
collected, then analyzed through the lens of the leader’s story which formed
her way of leading. Findings showed that leaders who possess self-understanding
grounded in core values, make decisions and behave in ways that demonstrate
their self-understandings, and form relationships with followers that build
trust through their authenticity promote positive cultures in their
organizations and lead with greater conviction.

Keywords

Authentic Leadership, Novice principal, Leadership story

References

• Avolio, B. J. (2010). Pursuing authentic leadership development. In N. Nohria& R. Khurana (Eds.) Handbook of leadership theory and practice, (pp.739-768). Cambridge, MA: Harvard Business School Press.
• Avolio, B. J., & Gardner, W. L. (2005). Authentic leadership development: Getting to the root of positive forms of leadership. The Leadership Quarterly, 16(3), 315-338.
• Cooper, C. D., Scandura, T. A., & Schriesheim, C. A. (2005). Looking forward but learning from our past: Potential challenges to developing authentic leadership theory and authentic leaders. The Leadership Quarterly, 16(3), 475-493.
• Gardner, W. L., Cogliser, C. C., Davis, K. M., & Dickens, M. P. (2011). Authentic leadership: A review of the literature and research agenda. The Leadership Quarterly, 22(6), 1120-1145.