Question

Is authentic leadership and organizational architecture contradictory? Why or why not?

Answer 1

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Abstract

Authentic leadership is an approach to leadership that emphasizes building the leader's legitimacy through honest relationships with followers which value their input and are built on an ethical foundation. Generally, authentic leaders are positive people with truthful self-concepts who promote openness. By building trust and generating enthusiastic support from their subordinates, authentic leaders are able to improve individual and team performance. This approach has been fully embraced by many leaders and leadership coaches who view authentic leadership as an alternative to leaders who emphasize profit and share price over people and ethics. Authentic leadership is a growing area of study in academic research on leadership which has recently grown from obscurity to the beginnings of a fully mature concept.

Reason behind contradiction in authentic leadership and organizational architecture

Organizations are playing an increasingly important role in many aspects in our lives. It calls for a great need of authentic leaders who can properly manage these organizations and give birth to a society which is free from hatred, dishonesty and endless seek of power. We believe that such need is stronger when it comes to educational organizations. Here leaders constantly interact with students who will eventually become future leaders of our society. Their authentic leadership can influence and facilitate those future leaders to become authentic. Thus, the focus of this thesis falls on organizations in the stage of education.

Ultimately, we are able to see how leaders interpret and develop authentic leadership. Through their ways of being authentic, they try to impact students, employees, organizations and the society to a larger extent. Moreover, we have discovered that different types of organization can also have profound influences on leaders in terms of motivations, passions, and psychological states

Understanding leadership challenges is also a driving force of this thesis. A metaphor draws leaders in the middle of a crossroad where they are influenced by distinct logical mindsets coming from distinct surrounding actors. The education field is full of these complex crossroads. If we take the example of a private university, the director - as the leader of the organization – must deal with expectations of the government (gain public acknowledgement), expectations of investors (make profits) and expectations of students (attract and satisfy them as mere customers).

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