doctoral research dissertation defense 120908
TRANSCRIPT
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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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