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Authentic leaders

Authentic leaders. Concept introduced by Bill Georges in 2003 Leadership bases on values Leader of his own life Original , true and loyal people Lead by their emotions Create a kind of harmony to pursue a same goal Boas Shamir and Galit Eilam , 2005.

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Authentic leaders

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  1. Authentic leaders • Concept introduced by Bill Georges in 2003 • Leadership bases on values Leader of his own life Original, true and loyal people Lead by their emotions Create a kind of harmony to pursue a same goal Boas Shamir and GalitEilam, 2005

  2. Assuming that one can’t give what he doesn’t possess, the authentic leader makes decisions consciously. It provides leadership by expressing the full potential of his talents and in compliance of its values. He uses his experiences as well as his consciousness of himself and his environment. The authentic leader doesn’t try to emulate a kind of leadership suggested in books, society or organizations. He works by transposing what he actually is. This is what allows him to align performance, results and balance between well-being and efficiency. This is this way of being and acting that inspires others to follow him to the achievement of a shared vision.

  3. Ethical leadership • leading in a manner that respects the rights and dignity of others • This concept is in conflict with more traditional models of leadership http://www.theworkplacecoach.com www.forbes.com

  4. While we have no definitive means of solving this riddle, we do believe unethical behavior by the most senior people is caused by the combination of several forces. By understanding these elements, organizations can take steps to prevent them. Here are the key elements of the situations we see. Senior leaders have: • Enormous power over subordinates’ destinies that makes underlings reluctant to criticize or blow the whistle. • Access to large sums of money that have low visibility and minimal accountability.Control over extensive corporate perquisites that can be used for one’s personal benefit. • Absence of operational checks and balances that are present at lower levels.Minimal oversight from the Board of Directors. • Huge incentives to reach certain milestones. • Relentless pressures from Wall Street to produce continual improvement in quarter- to-quarter results. • Belief by individuals that they are responsible for the financial success of the firm and therefore deserving of large financial rewards.

  5. Trust & leadership • Team leaders who facilitate knowledge sharing and engender trust contribute to team effectiveness • Evolution of management : become more participative and democratic, Alain Duluc (2008) • Need to create a climate of trust to involve team members.

  6. Will Schutz, Ph.D. He received his Ph.D. from UCLA in 1950 In 1980, using his human-potential experience and his work with FIRO theory and the FIRO scales, he created The Human Element, first tested with organizations such as Kodak, Esso, Ampex, Mattel, United Biscuit, the U.S. Army. From these early experiences, the key principles of truth, choice, and awareness crystallized and the form of The Human Element took shape. In the course of creating this body of work, he revised and expanded FIRO theory and the FIRO instruments, creating a creating an integrated set of tools called The Elements of Awareness. These instruments, designed specifically for training, were incorporated into The Human Element. His last two books cover the content of The Human Element: The Truth Option (1984) and The Human Element (1994).

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