Authentic leadership

Authentic leadership

Authentic leadership is an approach that gives extra weight to the validity of a leader by the creation of truthful connections with imitators of the leader who appreciates their contribution and moral uprightness (Northouse 112).

 Components of authentic leadership


Self-awareness relates to the understanding of oneself both inner and outer qualities. Self-awareness may be expressed in ways such as certainty of one’s potency and inadequacy of a quality, studying the influence a person has on other people and creation of an incessant assessment of oneself on the development he or she is making.

 Incorporated ethical outlook

Incorporated ethical outlook on the other hand refers to doing the right thing where the leader sets a good example to his followers.

 Fair processing

The leader has to maintain fairness in making decisions, and the beliefs of each person are considered important which helps in achieving diversity.

Relationship openness

Leaders are supposed to be transparent in all their acts and when communicating with others which hence create a comfortable environment for the junior.

 Strengths of authentic leadership

  1. Brings about trust and the working together of people.
  2. Ability to establish valuable relationships since the leader listens to the views and ideas of people without bias which lead to satisfaction of the followers (Arends 254).
  3. High morally approved behaviour. Authentic leadership enhances good behaviour among people (Northouse 108).

 Weaknesses of Authentic Leadership

  1. Low development of the theory since different authors come up with different ideas relating to what they think authenticity is. Therefore, analysing benefits and nature of authentic leadership is cumbersome.
  2. Conflicting objectives. The leader may not adhere to the set objectives which will cause conflicts with the shareholders in case of an organization setting.
  3. Hindrance to making swift decisions in an organization since the leader has to listen to the ideas of subordinates (Antonakis 263).

Transformational Leadership

Refers to where the leader works together with juniors to establish the change needed and acknowledging the vision which leads to commitment among people (Antonakis 257).

Components of Transformational Leadership

1.      The leader acts as a role model who manipulates others to follow his steps.

2.      Motivation where the leader can infuse the minds of his or her followers

3.      Concern for the needs of imitators which motivates them to bring out their best

4.      Provoke invention among the followers which boosts creativity.

Strengths of Transformational Leadership

  1. Superiority in the skills of people since the leader engages them.
  2. Ability to retain employees and customers since there is the satisfaction of their needs which result in big savings (Northouse 111).
  3. Creation of effectiveness in employees since the leader can build positive behaviours thus high performance.

 Weaknesses of Transformational Leadership

  1. Abuse of manipulation power by leaders where they can use their influence for selfish gains (Northouse 115).
  2. Losses of motivation in the long run since employees are aware of everything they are supposed to do.
  3. Doing favours to some individuals who are more productive than the others which reduce the morale of the other employees.

Transactional Leadership

Relates to leadership through the use of rewards and punishments hence followers focus on elimination of defects (Northouse 112).

 Components of Transactional Leadership

  1. Rewarding of employees due to their services
  2. Management-by-exception where leaders interpose to enhance quality in performance of juniors.

 Strengths of Transactional Leadership

  1. Rewarding of employees due to their exceptional performance
  2. Helps to achieve short-term goals with ease since employees are motivated
  3. Clarity of rewards and punishments to juniors

Weaknesses of Transactional Leadership

  1. Lowered creativity since there exists set objectives to be achieved.
  2. There are no rewards to employees who invent new things.
  3. Rewarding is mostly practical such as the issue of money.

Work Cited

Antonakis, John, and David V. Day, eds. The nature of leadership. Sage publications, 2017.

Arends, Richard. Learning to teach. McGraw-Hill Higher Education, 2014.

Lussier, Robert N., and Christopher F. Achua. Leadership: Theory, application, & skill development. Nelson Education, 2015.

Northouse, Peter G. Introduction to leadership: Concepts and practice. Sage Publications, 2017.

Northouse, Peter G. Leadership: Theory and practice. Sage publications, 2015.

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