1. The Educator as Authentic Leader: A 360° Perspective
Adam B. Freeman, English Language Consultant
Brighton Education Group

2. Adam B. Freeman
M.A. Educational Leadership/Management (Pending), B.S. Marketing, B.A. English, TESOL Certificate
Facilitator, Conflict Resolutions Programme, USA
English Immersion Kindergartens, Japan
English Language Consultant, SK, SJK(C), SJK(T), Malaysia

3. Authenticity
“the unobstructed operation of one’s true, or core, self in one’s daily enterprise” (Kernis, 2003, p. 1)
“owning one’s personal experiences, be they thoughts, emotions, needs, wants, preferences, or beliefs, processes captured by the injunction to ‘know oneself’” (Harter, 2002, p. 382).
“not just a question of ‘being true to self’, but also of being true to ‘self-in-relationship’ (Erickson, 1995, p. 139) as well as to ‘self and world’ (Terry, 1993, p. 141)” – (cited in Algera & Lips-Wiersma, 2012, p. 119).

4. Authentic Leadership defined
As leaders:
“those who are deeply aware of how they think and behave and are perceived by others as being aware of their own and others’ values/moral perspectives, knowledge, and strengths; aware of the context in which they operate; and who are confident, hopeful, optimistic, resilient, and of high moral character” (Avolio, Luthans & Walumbwa, 2004, p. 4).
In organisations:
“a process that…results in both greater self-awareness and self-regulated positive behaviours on the part of leaders and associates, fostering positive self-development” (Luthans & Avolio, 2003, p. 243).

5. Characteristics of Authentic Leaders
They do not fake their leadership
(leadership as a self-expressive act)
They lead from conviction
(not seeking status, honour or rewards)
They are originals, not copies
(have experienced their values to be true)
Actions based on values/convictions
(actions consistent with talk and beliefs)
Source: Shamir & Eilam, 2005, pp

6. Identity and the Authentic Leader
Self-identity (ideal self, ought self, actual self)
Leader-identity (self-efficacy, reputation, prototypicality)
Spiritual identity subsystem (self-disclosure)
Source: Klenke, 2007
“work on the development of one’s reflective best-self acknowledges a life-long developmental and conscious intention to create and recreate identities” (Roberts, Dutton, Spreitzer, Heaphy & Quinn, 2005, cited in Diddams & Chang, 2012, p. 597)

7. Behaviours of Authentic Leaders
Self-awareness
Balanced processing
Relational transparency
Internalised moral perspective
Source: Walumbwa, et. al., 2008
Introduce Self-Assessment Questionnaire and Release form

8. Self-awareness Warm-up: Johari Window Model (Secrets!)
Write a 5-10 sentence obituary for yourself. Share with your partner.
Self-awareness “is a measure of the person’s ability to be truly conscious of the components of the self and to observe it accurately and objectively”
(Klenke, 2007, p. 77).

9. Balanced processing
a “self-regulatory process” (Walumbwa et al., 2008)
“an active state of seeking input and non-defensively considering other’s ideas (Diddams & Chang, 2012, p. 597)
“able to more objectively evaluate and accept both positive and negative aspects, attributes and qualities of themselves, including skill deficiencies, suboptimal performance, and negative emotions” (Gardner et al., 2005, p. 356)
Strengths/weaknesses – with your partner, provide input concerning their perceived strength/weakness based upon your impression.
Link to Implicit Association Test by Harvard University

10. Relational Transparency
“involves presenting one’s genuine as opposed to a ‘fake’ self through selective self-disclosure to create bonds based on intimacy and trust with close others, and encouraging them to do the same” (p. 357)
“authentic leaders will be relatively transparent in expressing their true emotions and feelings to followers, while simultaneously regulating such emotions to minimize displays of inappropriate or potentially damaging emotions” (p. 358)
Source: Gardner et al., 2005

11. Internalised Moral Perspective
“an ethical and transparent decision making process whereby authentic leaders develop and draw upon reserves of moral capacity, efficacy, courage, and resiliency to address ethical issues and achieve authentic and sustained moral actions”
(Avolio & Gardner, 2005, p. 324)
“a leader should therefore always be morally cautious and not automatically assume that the greater good will be achieved through the authentic and ‘good intentions’ of herself” (Algera & Lips- Wiersma, 2012, p. 125).
Activity - Moral Conundrum Worksheet

12. Attributes of Authentic Leaders
Role of the leader central to self-concept
(don’t necessarily use word ‘leader’ to describe self)
High level of self-resolution
(values are defined and consistent)
Goals are self-concordant
(goals represent actual passions in addition to values)
Behaviour is self-expressive
(self-verification, NOT self-enhancing feedback)
Source: Shamir and Eilam, 2005, p

13. Authentic Leaders and Authentic Followers
follow the leader for authentic reasons;
have a realistic view of the leader’s strengths and weaknesses;
determine the leader’s consistency with beliefs/values.
Source: Shamir & Eilam, 2005, p. 401

14. How to implement Authentic Leadership Development?
Ensure the programme is genuine (existentially based)
Determine how ‘trigger events’ can be replicated (narrative? – Shamir & Eilam, 2005; Sparrowe, 2005)
Can ethical decision-making be taught? (can be modeled)
Who should participate in ALD programmes? (Everyone?)
Source: Cooper et al, 2005, p. 483

15. Authentic Leadership Development and a Narrative Approach
Life-stories – “the events and experiences chosen by authentic leaders to appear in their life-stories reflect the leaders’ self-concepts and their concept of leadership, and allow or enable them to enact their leadership role” (Shamir & Eilam, 2005, p. 407)
Narrative techniques – “to tell our stories we have to see our selves as others see us…it is necessary to construe oneself as an object and, at the same time, recognize that it is one’s own self that is the object of reflection. In this way, the other calls us to account – and without the other to call us to give an account of ourselves, there is no self” (Sparrowe, 2005, p. 429)
Reflection – “by reflecting through intropection, authentic leaders gain clarity and concordance with respect to their core values, identity, emotions, motives and goals (Gardner et al., 2005, p. 347)

16. Joining the Research
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