Original Research

Fast-tracking authentic leadership development by means of a programme

Tineke Wulffers, Mark Bussin, Magda Hewitt
SA Journal of Human Resource Management | Vol 14, No 1 | a764 | DOI: https://doi.org/10.4102/sajhrm.v14i1.764 | © 2016 Tineke Wulffers, Mark Bussin, Magda Hewitt | This work is licensed under CC Attribution 4.0
Submitted: 12 October 2015 | Published: 20 September 2016

About the author(s)

Tineke Wulffers, Department of Industrial Psychology and People Management, University of Johannesburg, South Africa
Mark Bussin, Department of Industrial Psychology and People Management, University of Johannesburg, South Africa
Magda Hewitt, Department of Industrial Psychology and People Management, University of Johannesburg, South Africa


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Abstract

Orientation: While there is considerable literature on the definition and impact of authentic leadership (AL), there is a research gap regarding the effectiveness of AL programmes.

Research purpose: The focus of this article is on the proximal programme effect of an AL development programme on executive leaders within a period of 3 months.

Motivation for the study: AL has been identified not only as the root construct of positive forms of leadership but also equates to the highest level of leadership effectiveness. Leadership authenticity can take a life time to develop, and organisations need positive and ethical leadership now. An appropriate AL programme could considerably shorten the development period of a such leadership

Research design, approach and method: A longitudinal qualitative programme evaluation approach was used. The participants comprised a primary group of a 10-member executive leadership team who were the AL programme participants and their respective secondary (senior, peer and subordinate) participants who provided pre- and post-programme data on the leadership authenticity of the primary participants.

Main findings: The outline of the AL programme is presented with an indication of how it adhered to specific guidelines offered for development of such programmes. Findings indicate that the programme had a proximal effect of increasing AL; starting with the development of personal followed by interpersonal and professional leadership.

Practical/managerial implications: An appropriate and effective AL programme could thus considerably shorten the development period of such leadership.


Keywords

Development of leadership authenticity; authentic leadership programme

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Crossref Citations

1. Authentic Leadership Through an Ethical Prism
Rita A. Gardiner
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