doctoral research dissertation defense 120908

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1 Dissertation Defense Dissertation Defense Toward Authentic Leadership Crisis Prevention: Identification of barriers to relational authenticity in self-awareness Aymee Coget December 10 th , 2008

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Page 1: DOCTORAL RESEARCH Dissertation Defense 120908

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Dissertation DefenseDissertation Defense

Toward Authentic Leadership Crisis Prevention: Identification of barriers

to relational authenticity

in self-awareness

Aymee Coget

December 10th, 2008

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Agenda

Purpose of the Study

Findings

Implications

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Purpose of the Study

To explore the reason for crisis during the production of a television pilot

Sustainable Sustainable

and and

Veritable Veritable

PerformancePerformance

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Life Experiences

ConfidenceHope

OptimismResiliency

Positive

Psychological

Capacities

VisionStrategyCulture

Highly DevelopedOrganization

Positive

Organizational

Context

Self-Awareness

Self-RegulationBehaviors

Authentic Leadership•Confident•Hopeful•Optimistic•Resilient•Transparent•Moral/Ethical•Future-Oriented•Associate Building

Trigger Events/Challenges

Positive Self-Development

(How my context is framed and shaped)

(How I am supported)

(Where I come from)

(Who I am)

(What I’m experiencing)

(How I develop and behave)

(What I can become: true to myself

and others)

Family influences and role modelsEarly life challenges

Educational and work experiences

‘‘Self-Based Leadership Model’Self-Based Leadership Model’

Authentic Leadership Development Model

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Findings1) More evidence to support authenticity as a construct in relation to the role of the self in an authentic leader

2) Self-based leadership models: values, authentic self, & self- awareness

3) Identification of barriers to authenticity that are most likely to occur during balanced processing and would impact relational authenticity

4) Understanding that a personal experience of the barriers to authenticity most likely will result in an authentic leadership crisis

5) A unique research design proposed to encapsulate the multidimensionality of the authenticity construct

6) A qualitative comparison of the following assessments: Authentic Leadership & Positive Psychological Capital

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Findings 1) More evidence for authenticity as a construct in the role of the self in authenticity

1. Authenticity is a construct

2. It is still in development

3. It needs to be understood and studied as a process - levels of authenticity

4. Authenticity can be achieved if the barriers to its actualization can be overcome

5. Authenticity is a personal, transpersonal/ spiritual, social, & cultural experience

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Findings 2) Put forth 3 self-based models: values, the authentic self,

and self- awareness during an authentic leadership episode

Self Based Models of Leadership Owning and Acting

All values modelpersonal, feminine, & masculine

Authentic self model experiences, thoughts regarding identity, emotions, & beliefs

Self-awareness model motives, emotions, cognitions regarding identity, strengths, unique talents, goals, knowledge, capabilities, purpose & desires

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Findings

OWNING ACTING

All Values Model All Values Model

Authentic Self Model Authentic Self Model

Self Awareness Model Self Awareness Model

All Values Model12345678910111213141516171819202122232425

All Value s Mode l

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Authentic Self Model12345678910111213141516171819202122232425

Authentic Self Model

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S e lf Aware ne ss Mode l

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Self-Awareness Model

1234567891011121314151617

KEY: inner to outer

All Values Model personal, feminine, & masculine

Authentic Self Model

experiences, thoughts regarding identity, emotions, & beliefs

Self-Awareness Model motives, emotions, cognitions regarding identity, strengths, unique talents, goals, knowledge, capabilities, purpose & desires

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30 of 48 barriers were experienced in a 3 month leadership episode. I condensed the 30 barriers 30 of 48 barriers were experienced in a 3 month leadership episode. I condensed the 30 barriers into 13 for the purpose of easy measurement in the future….into 13 for the purpose of easy measurement in the future….

Self –Based Models Barrier to relational authenticity

Values 1: Leaders who are outer- directed or who associate themselves with the ‘good woman’ stereotype are likely to experience pseudo or inauthenticity.

Values 2: Leaders who express feminine values, which are deemed inappropriate in their contextual situational agreement with the followers, are likely to experience pseudo or inauthenticity.

Values 3: A female authentic leader who communicates based on masculine values and is in a context where it is not accepted by followers representative of the dominant patriarchal culture is likely to experience pseudo or inauthenticity.

Authentic self 4: Leaders who suppress thoughts, emotions, and opinions consequently experience a loss of voice, are likely to experience pseudo or inauthenticity.

Authentic self 5: Leaders who believe that if they act on their own individual needs and desires, their existing relationships will be threatened are likely to experience pseudo or inauthenticity.

Authentic self 6: Leaders who need to win the acceptance of followers are likely to experience pseudo or inauthenticity.

Authentic self 7: Leaders who are high self-monitors are likely to suppress their authenticity or true self to gain acceptance of followers therefore they are likely to experience pseudo or inauthenticity.

Findings 3) 13 barriers to authenticity that are most likely to occur

during balanced processing and that would impact relational authenticity

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Authentic self 8: Leaders who do not express every single belief to the followers could be leading the followers to have a misperception of the leader hence are likely to experience pseudo or inauthenticity.

Self-awareness 9: Leaders who overemphasizes connectedness and care giving are likely to experience pseudo or inauthenticity.

Self-awareness 10: Leaders who seek the approval of the followers by having an overemphasis on connectedness and believes their own needs and desires would negatively impact their relationship with followers are likely to experience pseudo or inauthenticity.

Self-awareness 11: Leaders who employ multiples selves to adapt to varying social roles and contexts could create misperceptions from the followers are likely to experience pseudo or inauthenticity.

Self-awareness 12: Leaders who self-judge in regard to meeting outside expectations could lead to misperceptions of the leader’s true self are likely to experience pseudo or inauthenticity.

Self-awareness 13: Leaders who create misperceptions from the followers in order to uphold a contextual situational agreement are likely to experience pseudo or inauthenticity.

Findings 3)13 barriers to authenticity that are most likely to occur

during balanced processing and that would impact relational authenticity

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Personal Responsibility

Supported by

Fragile Self-Esteem

Supported by

Secure Self-Esteem

Failure of Executive Authenticity :

(Moral Deterioration)

Tragedy of Executive Authenticity :

(Moral Disengagement)

Crisis of Executive Authenticity :

(Moral Paralysis)

Success of Executive Authenticity :

(Moral Creativity)

Sou

rce

of

Anx

iety

Sou

rce

of

Con

fide

nce

Org

aniz

atio

nal R

espo

nsib

ilit

y

Findings 4) Understanding that a personal experience of the barriers to

authenticity most likely will result in an authentic leadership crisis

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Indicators of Crisis of Authenticity (Novicevic et al., 2006)

Perfectionism

Micromanaging the workforce

Ignoring criticism

Delegating responsibility with strings attached

Providing no feedback to the workforce

Arrogance of leaders cause them to be insensitive, distrustful, intimidating & blame others for problems

Narrow inner circle of trust that includes only those individuals who follow unconditionally

Findings 4) Understanding that a personal experience of the barriers to

authenticity most likely will result in an authentic leadership crisis

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Findings 5) A unique research design proposed to encapsulate the

multidimensionality of the authenticity construct

multilevel, multiple mixed methods multilevel, multiple mixed methods 4 Levels of Research4 Levels of Research

Self Analysis – 1 primary participant(archival data used to determine owning and acting self-based models)

Secondary participant analysis – 2 secondary participants(structured response request verifying self-analysis)

Group Discussion – 3 tertiary participants (naturalistic inquiry, thematic analysis)

Assessments – All 6 participants (Authentic Leadership Questionnaire & Positive Psychological Capital)

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Findings 6) A qualitative comparison for assessments of the

Authentic Leadership Questionnaire and Positive Psychological Capital

Authentic Leadership Questionnaire ComponentsAuthentic Leadership Questionnaire Components

Self-awareness: the demonstration and understanding of how individuals derive meaning in the world and how that process impacts the way they view themselves over time.

Relational transparency: individuals presenting their authentic self (as opposed to a fake or distorted self) to others.

Internalized moral processing: an internalized and integrated form of self-regulation. This self regulation is guided by moral standards and values versus group, organizational, and societal pressures. It results in decision making and behavior that is in accord with internalized values.

Balanced processing: leaders who show that they objectively analyze all relevant data before coming to a decision. According to Gardner et al. (2005), leaders high in balance processing seek views that challenge their deeply held positions.

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PRIMARY PARTICIPANT PRIMARY PARTICIPANT

SCORED LOW SCORED LOW

ON BALANCED PROCESSING ON BALANCED PROCESSING WHICH WHICH

ILLUMINTED THE PRESENCE & ILLUMINTED THE PRESENCE & TYPE OF BARRIERS THAT LEAD TYPE OF BARRIERS THAT LEAD

TO TO

AUTHENTIC LEADERSHP CRISISAUTHENTIC LEADERSHP CRISIS

Findings 6) A qualitative comparison of for assessments of

Authentic Leadership Questionnaire and Positive Psychological Capital

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Findings 6) A qualitative comparison of for assessments of Authentic

Leadership Questionnaire and Positive Psychological Capital

Positive Psychological Capital ComponentsPositive Psychological Capital Components

Self-efficacy: having confidence to take on and put in the necessary effort to succeed at challenging tasks

Optimism: making a positive attribution about succeeding now and in the future

Hope: persevering toward goals and, when necessary, redirecting paths to goals in order to succeed

Resilience: when beset by problems and adversity, sustaining and bouncing back and even beyond to attain success

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Findings 6) A qualitative comparison of self- awareness and

transparency components in the Authentic Leadership Questionnaire

PRIMARY PARTICIPANT PRIMARY PARTICIPANT

SCORED LOWSCORED LOW

ON RESILIENCY ON RESILIENCY

WHICH WHICH

WILL LEAD TOWILL LEAD TO

AUTHENTIC LEADERSHIP CRISISAUTHENTIC LEADERSHIP CRISIS*NOTE*

Although a leader may maintain high confidence,

an authentic leadership crisis is still plausible

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Implications

RESEARCH - 43 researchable propositions for:1. Self-awareness2. Authenticity3. Relational authenticity4. Authentic leadership crisis5. Authenticity methodology

PRACTICE - Introduction of an authentic leadership development exercise in which the leader builds self-based models of their self-awareness to understand themselves & how they relate authentically with others.

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