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
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.
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
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.
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.
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).