NEED FOR CREATING AUTHENTICITY AT WORK: RE-VISIONING ORGANIZATIONAL TRANSFORMATION

Yıl 2008, Cilt: 1 Sayı: 1, 141 - 161, 05.06.2014

Jülide Kesken , Nazlı Ayyıldız

Öz

In this study authors mainly emphasize the importance of the question of “Can authentic leaders transform organizations easier or more effectively when compared to other leaders?” As the fire and intensity of self-interest seem to burn all around us, we search, so often in vain, to find leaders we can have “faith” in. We all suspect that we are being duped as a reaction to the turbulent times we live in and a response to the public's widespread disenchantment with politicians and businesspeople (Goffee & Jones, 2005). We are not uncertain about our leaders’ talents, but about their trustworthiness. Due to this feeling of uncertainty; the authentic leaders who tend to exhibit confidence, hope, optimism, resiliency and a dedication to developing leadership capabilities in others come on the scene at organizations. Open or transparent about who they are, the authentic leaders are striving to link personal values to actions and individual values to organizational values (Shamir & Eilam, 2005). By this linkage, authentic leaders are expected to “transform” organizations into legitimate arena of moral striving and human fulfillment.

Anahtar Kelimeler

-

Kaynakça

• Adams, J. D. (Ed.) (1984). Transforming Work: A Collection of Organizational Transformation Readings. Alexandria, VA: Miles River Press.
• Avolio, B. J., Gardner, W. L., Walumbwa F. O., Luthans F., & May D. R. (2004). Unlocking the Mask: A Look at the Process by Which Authentic Leaders Impact Follower Attitudes and Behaviors. Leadership Quarterly, 15, 801-823.
• Avolio, B. J. & Gardner, W. L. (2005). Authentic Leadership Development: Getting To the Root Of Positive Forms of Leadership. Leadership Quarterly, 16, 315-338.
• Bandura, A. (1997). Self-Efficacy: The Exercise of Control. New York: Freeman.
• Bass, B. M. & Steidlmeier, P. (1999). Ethics, Character and Authentic Transformational Leadership Behavior. The Leadership Quarterly, 10, 181-218.
• Cameron, K. S., Dutton, J. E., & Quinn, R. E. (2003). Positive organizational scholarship: Foundations of a new discipline. San Francisco: Berrett-Koehler.
• Conger, J. A. (1991). Inspiring Others: The Language of Leadership. Academy of Management Executive, 5, 31-45.
• 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. Leadership Quarterly, 16, 475-493.
• Dehler, G. E. & Welsh, M. A. (1994). Spirituality and Organizational Transformation: Implications for The New Management Paradigm. Journal of Managerial Psychology, 9, 17-26.
• Dorn, F., Buckley, M. R. & Brown, J. A. (2005). Barnard on conflicts of responsibility Implications for today’s perspectives on transformational and authentic leadership. Management Decision, 43, 1396-1409.
• Duignan, P. A. & Bhindi N. (1997). Authenticity in Leadership: An Emerging Perspective. Journal of Educational Administration, 35, 195-209.
• Erickson, R. J. (1994). Our Society, Our Selves: Becoming Authentic In an Inauthentic World. Advanced Development, 6, 27–39.
• Erickson, R. J. (1995). The Importance of Authenticity for Self and Society. Symbolic Interaction, 18, 121–144.
• Gardner, W. & Schermerhorn, J. (2004). Unleashing Individual Potential: Performance Gains Through Positive Organizational Behavior and Authentic Leadership. Organizational Dynamics, 33, 270-81.
• Gardner, W. L., Avolio, B. J., & Walumbwa, F. O. (Eds.). (2005a). Authentic leadership theory and practice: Origins, effects and development. (Volume 3). (Monographs in Leadership and Management). Boston: Elsevier JAI.
• Gardner, W. L., Avolio, B. J., Luthans, F., May, D. R., & Walumbwa, F. O. (2005b). "Can you see the real me?" A self-based model of authentic leader and follower development. Leadership Quarterly, 16, 343-372.
• George, W. (2003). Authentic Leadership: Rediscovering the Secrets to Creating Lasting Value. San Francisco: Jossey-Bass.
• Goffee, R. & Jones G. (2005). Managing Authenticity: The Paradox of Great Leadership. Harvard Business Review, 83, 86-94.
• Goldman, B. M. & Kernis, M. (2002). The Role of Authenticity in Healthy Psychological Functioning and Subjective Well-Being. Annuals of the American Psychotherapy Association, 5, 18–20.
• Greenleaf, R. K. (1977). Servant Leadership: A Journey into the Nature of Legitimate Power and Greatness. New York: Paulist Press.
• Harter, S. (2002). Authenticity. In C. R. Snyder & S. Lopez (Eds.), Handbook of Positive Psychology (pp. 382–394). Oxford: Oxford University Press.
• Howell, J. M. & Avolio, B. J. (1992). The Ethics of Charismatic Leadership: Submission or Liberation? The Executive, 6, 43-52.
• Ilies R. T., Morgeson F. P., & Nahrgang Jd. (2005). Authentic Leadership and Eudaemonic Well-Being: Understanding Leader–Follower Outcomes. Leadership Quarterly, 16, 373–394.
• Kesken J., Ayyıldız, N. A., & Ünnü G. (2005). The Emerging New Paradigm in Management: Spiritually-Based Organizations. Vol. 2: Selected Proceedings of “The First International Conference on Business, Management and Economics”.
• Levine, S. & White, P. E. (1961). Exchange as a conceptual framework for the study of interorganizational relationships. Administrative Science Quarterly, 5, 583-601.
• Lord, R. G., Brown D. J., & Freiberg S. J. (1999). Understanding the Dynamics of Leadership: Role of Follower Self-Concepts in the Leader/Follower Relationship. Organizational Behavior & Human Decision Processes, 78, 167–203.
• Luthans, F. (2002). The Need For and Meaning of Essay Positive Organizational Behavior. Journal of Organizational Behavior, 23, 695-706.
• Luthans, F. & Avolio, B. J. (2003). Authentic Leadership: A Positive Development Approach. In K. S. Cameron, J. E. Dutton, & R. Quinn (Eds.), Positive Organizational Scholarship: Foundations of A New Discipline (pp. 241–261). San Francisco: B-K.
• Luthans, F. & Youssef C. M. (2004). Human, Social, and Now Positive Psychological Capital Management: Investing in People for Competitive Advantage. Organizational Dynamics, 33, 143–160.
• Mabitsela, P. W. (2005). Strategic Intention: Vision, Mission and Principle for the Organization/Business. Proceedings of International Strategic Management Conference, June 23-25, Çanakkale, 1-6.
• May, D. R., Chan, A. Y. L., Hodges T. D., & Avolio B. J. (2003). Developing the Moral Component of Authentic Leadership. Organizational Dynamics, 32, 247-260.
• Michie S. & Gooty J. (2005). Values, Emotions, And Authenticity: Will The Real Leader Please Stand Up? The Leadership Quarterly, 16, 441- 457.
• Price, T. L. (2003). The Ethics of Authentic Transformational Leadership. The Leadership Quarterly, 14, 67–81.
• Porras, J. I. & Silvers, R. C. (1991). Organization Development and Transformation. In M. R. Rosenzweig & L. W. Porter (Eds.), Annual Review of Psychology, Annual Reviews Inc., Vol. 42 (pp. 51-78). Ca: Palo Alto.
• Schwartz, S. H. (1994). Are There Universal Aspects in The Structure and Contents of Human Values? Journal of Social Issues, 50, 19–45.
• Seligman, M. & Csikszentmihalyi, M. (2000). Positive Psychology. American Psychologist, 55, 5–14.
• Shamir, B. & Eilam T. G. (2005). What’s Your Story? A Life-Stories Approach to Authentic Leadership Development. Leadership Quarterly, 16, 395-417.
• Stajkovic, A. D. & Luthans, F. (1998a). Social Cognitive Theory and Self- Efficacy: Going Beyond Traditional Motivational and Behavioral Approaches. Organizational Dynamics, 26, 62–74.
• Stajkovic, A. D. & Luthans, F. (1998b). Self-Efficacy and Work-Related Performance: A Meta-Analysis. Psychological Bulletin, 124, 240– 261.
• Starratt, R. J. (1993). The Drama of Leadership. London: Falmer Press.
• Walzer, M. (1973). Political Action: The Problem of Dirty Hands. Philosophy and Public Affairs, 2, 160–180.
• Wilber, K. (1983). A Sociable God. New York: New Press/Mcgraw-Hill.
• Winston, M. G. (1996). Leadership of Renewal: Leadership for the Twenty-First Century. Management Development Review, 9, 15- 19.
• Wischnevsky J. D. (2004). Change As the Winds Change: The Impact of Organizational Transformation on Firm Survival in a Shifting Environment. Organizational Analysis, 12(4), 361–377.