Hc3031 Trends In The Global Assessment Answers

Q1: Why Leaders face the issue pertaining to authenticity?

Leaders are often faced with complex challenges and choices within organizations that impose conflict with their perception regarding authenticity. Leaders often stick to their ideas and perception concerning their ideas and cultural framework they have grown up in, which does not enable them to easily adopt an unfamiliar idea or transiting role. 

Q2: How can leaders emerge in unfamiliar roles?

Leaders are exposed to diversified roles and responsibilities within organizations that imposes on them varying responsibilities. While taking a decision regarding a particular matter there are conflicting interests which becomes difficult to select from.    

Q3: How can leaders sell their ideas?

Leaders while dealing with a diversified range of stakeholders needs to convince them for the same. On one hand they need confidence of senior management and shareholders and on the other hand they need to gain confidence levels of followers or employees (Duignan, 2009). Thus, they should be able to voice their concerns such that stakeholders are convinced regarding the leader.   

Q4: How can a leader face negative feedback?

With growing and emerging responsibilities of leadership roles there are often rising negative feedbacks with dubious questions. Leaders have to deal with such diversified range of feedbacks and emerge as successful leaders with time (Fairhurst, 2008). 

Review of Article Related to Question 1

The key idea of authenticity has made various successful leaders unsuccessful in long term. While there exists the idea of authenticity for established and successful leaders in the workplace, the definition often is deemed to change with the passage of time (Endrissat, 2007). In global business environment there are multiple challenges that a leader faces which requires him to function beyond existing comfort zones to attain organizational goals. Leaders who can easily adopt to the environment by following of several role models as well as experimenting with ideas emerges as successful leaders. On the contrary leader who stick to being self-occupied might become un-successful in due course with low levels of confidence in the organization (Normore, 2012). The idea of authenticity has emerged with leadership being a person to be followed. Various cultures has attributes pertaining to various styles and ways in which leaders should conduct themselves. A pertinent style of leadership accepted in one country might not be acceptable in another. Hence, leaders need to keep updated with various trends that are existing in global businesses along with pertinent leaders who have been able to emerge as successful in the field.     

Review of Article Related to Question 2

As organizations changes rapidly in global environment so does their needs and challenges. A leader needs to take on divergent responsibilities at varied times with specific roles in accordance to their skills, performance pressures, visions and personalities (Peterson, 2012). Leaders adopt varying responsibilities such that they can meet the goals of the organization which is in turn to satisfy its various stakeholders. Leaders can emerge in their unfamiliar roles if they can easily adopt ideas along with experiment with varying degrees of tactics to meet the needs to current situations. There are two distinct types of leadership as recognised by University of Minnesota Psychologists Mark Snyder. In which distinctions he established that two separate styles of leaders exists wherein one leader is able to emerge from problems and challenges from divergent roles and responsibilities (Gardner, 2009). Whereas in another case leaders are unable to face with divergent challenges due to being confined in their thoughts of self-authenticity. A global trend amongst successful leaders is one where a leader can overcome all levels of challenges and delegate responsibilities accordingly, by inventing a broader sense of authenticity that was earlier perceived by him (Spitzmuller, 2010).

Review of Article Related to Question 3

Leaders need to interact and provide their ideas regularly to various stakeholders present within the organization. At each step a leader needs its followers along with senior managers or leaders to be convinced regarding its various ideas. The key success of a leader and in gaining confidence of his team members as well as other stakeholder’s lies in the fact that leader has to be able to demonstrate their understanding by being a public figure (Hannah, 2011). A public figure leader with skills to convince his various stakeholders is more successful compared to a leader who cannot explain himself, which can lead to losing of confidence of team members and being criticised by seniors. the defining concept of authenticity makes it relevant that leader do something that is useful for the organization but marketing the same is another concept altogether. However, in globalised business environment where there is immense competitiveness leaders not only needs to perform and depict performance of his employees but also needs to provide the ideas that has been incorporated into the organization, such that seniors can evaluate the same and affirm such actions. Organization’s functions as team as a unity thus, each member has to be aware regarding the other members ways of conducting performance. There is no secrecy prevailing that can possibly make a leader emerge as successful. But authentically leaders used to confine ideas in themselves which led to serious consequences and often clash of interests and ideas.       

Review of Article Related to Question 4

Organizations aim to attain high levels of productivity through their various workforces. Whilst leaders might emerge from within teams, it can lead to questioning regarding his capabilities and skills. Negative feedback is a general part of various leaders success (Lawler, 2012). A leader might have to convince people who put stakes in him and move ahead solving various organizational complex challenges and problems. Negative feedbacks pertains to style or working techniques that a leader follows and can become obstacles in future if a leader is not able to deal with them with concurrent practices. Multiple numbers of times a leader has to experiment with ideas and strategies that are unique in nature for proving himself to be an effective person. However, a leader has to go through various humiliation as well as negative attitudes of various people prior to they becoming an effective person within the organization.     

A leader might have to experiment with various strategies as well as concepts that are liked by people across organization. In doing so a leader often has to experiment with several role models and borrow relevant ideas from pertinent and successful leadership frameworks (Freeman, 2011). Establishing authenticity and value adding to leadership frameworks to overcome fake styles with new authentic styles in leaderships.  

Conclusion

In global business environment roles of leaders have been diagnosed to be significant that can render competitive advantage. Leaders need to keep updated a be visionary in accommodating for various concepts that can render them competitive advantages. While authenticity is an integral concept for leaders that define key attributes and skills for a competitive leader, the dimension has to be identified to be dynamic in nature. to emerge a competitive and successful leader in the global marketplace a leader needs to experiment with various ideas and role models also convince his team as well as shareholders regarding the same. Once a leader is able to convince key stakeholders with new and innovative ideas, he can become lead workplace examples and also become a successful example that others can follow. They need to think outside the purview of their cultural concepts and purview such that they can become more competitive and share ideas while changing the dimension of authenticity by a bit.  

References

Chang, G. &. 2009. Hubris or humility: cautions surrounding the construct and self-definition of authentic leadership. In Academy of Management Proceedings (Vol. 2009, No. 1, pp. 1-6) . Academy of Management., 1-6.

Duignan, P. &. 2009. Authenticity in leadership: An emerging perspective. Authenticity in leadership: An emerging perspective., 354-369.

Endrissat, N. M.-B. 2007. En route to an empirically-based understanding of authentic leadership. En route to an empirically-based understanding of authentic leadership., 207-220.

Fairhurst, G. T. 2008. Discursive leadership: A communication alternative to leadership psychology. . Management Communication Quarterly. 

Freeman, R. E. 2011. Values, authenticity, and responsible leadership. Journal of Business Ethics, 15-23.

Gardner, W. L. 2009. Emotional labor and leadership: A threat to authenticity?. . The Leadership Quarterly, 466-482.

Hannah, S. T. 2011. LEADERSHIP IN ACTION TEAMS: TEAM LEADER AND MEMBERS’AUTHENTICITY, AUTHENTICITY STRENGTH, AND TEAM OUTCOMES. . Personnel Psychology, 771-802.

hbr.org. (Retrieved on 12th May 2017). The Authenticity Paradox. https://hbr.org/2015/01/the-authenticity-paradox.

Lawler, J. &. 2012. Theorizing leadership authenticity: A Sartrean perspective. Leadership. 327-344.

Normore, A. H. 2012. Striving for authenticity in leadership program development and implementation: Transforming a community of professional practice. Journal of Authentic Leadership in Education, 1-12.

Peterson, S. J. 2012. RETRACTED: The relationship between authentic leadership and follower job performance: The mediating role of follower positivity in extreme contexts. . The Leadership Quarterly, 502-516.

Spitzmuller, M. &. 2010. Do they [all] see my true self? Leader's relational authenticity and followers' assessments of transformational leadership. European Journal of Work and Organizational Psychology, 304-332.