DOCTORAL RESEARCH Dissertation Defense 120908

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  1. 1. 1 Dissertation DefenseDissertation Defense Toward Authentic Leadership Crisis Prevention: Identification of barriers to relational authenticity in self-awareness Aymee Coget December 10th , 2008
  2. 2. 2 Agenda Purpose of the Study Findings Implications
  3. 3. 3 Purpose of the Study To explore the reason for crisis during the production of a television pilot SustainableSustainable andand VeritableVeritable PerformancePerformance
  4. 4. 4 Life Experiences Confidence Hope Optimism Resiliency Positive Psychological Capacities Vision Strategy Culture Highly Developed Organization Positive Organizational Context Self- Awareness Self- Regulation Behaviors 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 Im experiencing) (How I develop and behave) (What I can become: true to myself and others) Family influences and role models Early life challenges Educational and work experiences Self-Based Leadership ModelSelf-Based Leadership Model Authentic Leadership Development Model
  5. 5. 5 Findings 1) 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
  6. 6. 6 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
  7. 7. 7 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 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
  8. 8. 8 Findings OWNING ACTING All Values Model All Values Model Authentic Self Model Authentic Self Model Self Awareness Model Self Awareness Model All Values Model 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 All Value s Mode l 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 Authentic Self Model 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 Authentic Self Model 1 2 3 4 5 6 7 8 S e lf Aware ne ss Mode l 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 Self-Awareness Model 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 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
  9. 9. 9 30 of 48 barriers were experienced in a 3 month leadership episode. I condensed the 30 barriers30 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
  10. 10. 10 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 leaders 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
  11. 11. 11 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) Sourceof Anxiety Sourceof Confidence OrganizationalResponsibility Findings4) Understanding that a personal experience of the barriers to authenticity most likely will result in an authentic leadership crisis
  12. 12. 12 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 Findings4) Understanding that a personal experience of the barriers to authenticity most likely will result in an authentic leadership crisis
  13. 13. 13 Findings 5) A unique research design proposed to encapsulate the multidimensionality of the authenticity construct multilevel, multiple mixed methodsmultilevel, 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)
  14. 14. 14 Findings6) 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.
  15. 15. 15 PRIMARY PARTICIPANTPRIMARY PARTICIPANT SCORED LOWSCORED LOW ON BALANCED PROCESSINGON BALANCED PROCESSING WHICHWHICH ILLUMINTED THE PRESENCE &ILLUMINTED THE PRESENCE & TYPE OF BARRIERS THAT LEADTYPE OF BARRIERS THAT LEA