6/2/2015
Authentic
L d hi
Leadership
Chester (Chet) Taranowski Ph.D. LCSW CEAP
NIEAPA Annual Conference
June 2, 2015
Who am I?

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University of Southern California
 Lecturer/Field
 Social
Work Liaison
Work in Business
Acting Manager of Loyola Medical Center
EAP
 Past Manager, EAP at Aon for 23 years
 Ph.D., University of Illinois
 Past President of NIEAPA

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http://sowkweb.usc.edu/master-social-work/msw-degree/concentrations/social-work-and-business-in-a-global-society
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Questions to answer

Why the topic of leadership at an EAP
conference?

What is authentic leadership?

Where do these ideas come from?

Why would you want to do this?

What does it look like in practice?

Where can I learn more?
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Why leadership?
WHAT DOES THIS HAVE TO DO WITH EAPS?
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Does any one still remember this?
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Implicit American Management Theory
Is there a better kind of leadership?
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Martin Luther King
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Nelson Mandela
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Leadership & EAPs
WHAT DOES THIS HAVE TO DO WITH NIEAPA?
Why leadership & EAPS?
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
Can we get beyond the “free session” model?

Can we nudge the organizations we work in to be more
psychologically habitable and ethical?

Can we make our own organizations better places to
work?

Can we individually accept the challenge to lead?



This is the certain path to the end of our profession.
Why did we get into this business?
What about our own leadership?
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Leadership theories
A VERY BRIEF HISTORY
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Leadership theory
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 Charismatic
Leadership
Transformational
Leadership

James McGregor Burns


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Author and biographer

JFK

FDR
Bernard Bass Ph.D.

To transform followers
into leaders
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Transactional = managers
Transforming = leaders
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Successful leaders

Thoughtful,

Tells the truth,

Always treats people with dignity
and
d respect,
t

They emphasize the strengths rather
than weakness in their followers.

They create a positive work
environment
Successful Leaders II

They make efforts to develop their people,

The project optimism

They are resilient

They are hopeful

They have self confidence (but are not
egotistical)

Is seen as trustworthy
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Authentic Leadership
YET ANOTHER VIEW
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Thought Leaders
Bill
George
Harvard
Business
Formerly
of
School
Medtronic
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http://www.authleadership.com/
Thought Leaders
Bruce J. Avolio Ph.D.
University of Washington
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Fred Luthans
University of Nebraska
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Scandal
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http://retractionwatch.com/2014/04/30/florida-leadership-researcher-walumbwa-notches-sixth-retraction/
Positive organizational
Behavior
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“The study and application of positively
g
and
oriented human resource strengths
psychological capacities that can be
measured, developed, and effectively
managed for performance improvement in
today’s workplace"
(Luthans, 2002a, p. 59)
PsyCap
Self
Efficacy
Optimism
Hope
Resiliency
Luthans, Youssef, Avolio. Psychological Capital. Oxford. (2003)
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Is leadership genetic?
Carol Dweck Ph.D.
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Stanford University
Self Efficacy
 Albert
Bandura Ph.D.
Social
psychologist
p
y
g
Stanford
University
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Authentic leadership
Authentic
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leadership draws on:
 Events
in a leader’s life (Triggers),
 Their “psychological
psychological capital
capital”
 Their moral perspective
 A supportive organization
 Authentic followers
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What does it mean to be
authentic?
Socrates
The “unexamined” life is not
worth living
Aristotle
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The activity of the soul is aligned with
virtue offering a complete life.
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Authentic
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George
1. Pursuing purpose with passion
2. Practicing solid values
3. Leading with heart
4. Establishing enduring relationships
5. Demonstrating self-discipline
Authentic
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Luthans and Avolio 2003
“Being self aware and acting in
one’ss true self
accord with one
by expressing what one genuinely
thinks and believes.”
A positive environment

PsyCap produces authentic leaders and
followers

Aim is to create a positive environment


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To encourage authentic followership

Not everyone may elect to be a leader

Encouraged to be the best they can be
This creates a feedback loop which promotes
authentic behavior
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Components of Authentic
Leadership
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Luthans and Avolio
1. Self-Awareness
2.
2 Balanced
processing
3. Relational Transparency
4. Internalized Moral
Perspective
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The focus is on the personal
development of the leader
Which can also promote the
authenticity of the follower
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Measurement
AUTHENTIC LEADERSHIP
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Linda L. Neider, Chester A. Schriesheim
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Linda L. Neider, , Chester A.
Schriesheim
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Self Awareness
AUTHENTIC LEADERSHIP
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Authentic Leadership Inventory:
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Self Awareness

My leader describes accurately the way
that others view his/her abilities. (S)

My leader shows that he/she understands
his/her strengths and weaknesses. (S)

My leader is clearly aware of the impact
he/she has on others. (S)
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Self Awareness Process
Feared Self
Actual self
Possible self
Lord & Brown
Self awareness
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
What are your core values?

What do you know about the people around you?

How do you come across to others?

H
How
d
do people
l off different
diff
t backgrounds
b k
d see you?
?

What are the most significant challenges you have dealt with?
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Self Awareness II
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
What does you least preferred co-worker think of
you?

What is the ratio of negative to positive comments
you make at work?

What is your top priority for each week?

What do you fear most about your job?

Where does the fear come from?
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Bernard Madoff
The slow sinking into unethical behavior
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Behaving authentically
With self-awareness
Growing people
vs
diminishing people
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Balanced Processing
AUTHENTIC LEADERSHIP
Authentic Leadership Inventory:
Balanced Processing
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
My leader asks for ideas that challenge his/her
core beliefs. (B)

My leader carefully listens to alternative
perspectives
ti
b
before
f
reaching
hi
a conclusion.
l i
(B)

My leader objectively analyzes relevant data
before making a decision. (B)

My leader encourages others to voice
opposing points of view. (B)
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We all think we have far more control of
our actions and opinions
p
than is
probably true.
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Adaptive conflict
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Diversity
Justice
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Relational Transparency
AUTHENTIC LEADERSHIP
Authentic Leadership Inventory:
Relational Transparency
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
My leader clearly states what he/she means. (R)

My leader openly shares information with others. (R)

My leader expresses his/her ideas and thoughts
clearly to others. (R)
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Leadership &
Relationships
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
Sharing relevant information

Being open to feedback

Being forthright regarding motives and
the reasoning behind decisions

Displaying alignment between words
and actions
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Transparency is central to
building trust
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Internalized Moral
Perspective
AUTHENTIC LEADERSHIP
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Authentic Leadership Inventory:
Internalized Moral Perspective

My leader shows consistency between
his/her beliefs and actions. (M)

My leader uses his/her core beliefs to
make decisions.
decisions (M)

My leader resists pressures on him/her to
do things contrary to his/her beliefs. (M)

My leader is guided in his/her actions by
internal moral standards. (M)
Moral Development
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1.
Primarily individual concerns for personal gain
2.
Relational concerns for support and status
3.
Universal concerns for higher
g
order p
principles:
p

4.
freedom, justice, equality, peace
A spiritual awareness of all things being
connected
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Did I ever say this was easy?
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Becoming an authentic
leader
A LIFELONG PROCESS
Qualitative Data on AL

Experiences are the primary source of learning,

Feedback is essential

Requires reliance on interactions with others and
fostering potential in others,
others

A value system serves as a guidepost over the
adult life of an Authentic leader,

Authentic leaders have a concerned/caring
orientation
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The Lived Experiences of Authentic Leaders: A Phenomenological Study Exploring What Defining
Experiences Informed Their Development into Authentic Leaders
By Sandra J. Aguirre
PsyCap helps
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Self
Efficacy
Optimism
Hope
Resiliency
Luthans, Youssef, Avolio. Psychological Capital. Oxford. (2003)
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Personal History
& “Trigger Events”
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Implicit theory
For most, leadership
development begins when
one’s personal theory of
leadership is challenged.
Defining moments
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(George)

Have there been any moments in your life
bad or good that inspired you to lead?

What was your emotional reaction?

What were you trying to do?

What did you achieve?

What did you learn?

How can that moment help you today?
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Generating Trigger
Moments

Exploit every conversation for self
refection

Adaptive Conflict

Seek Diversity and varied opinions

Use 360 review

Seek feedback about strengths
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Center for Positive Organizations
University of Michigan
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Ellen Langer
Mindfulness
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The downside of
self-reflection
Rumination
Other Routes to ALD
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 Mentoring
 Leading
others to their possible
selves
 Journaling
 Respected Leaders Interview
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What makes AL work?
WHAT ARE THE COMPONENTS THAT MAKE IT EFFECTIVE?
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Why would it work?

Beliefs in the teams ability to succeed: Team Potency

AL promotes “team virtuousness”

AL promotes
t Trust

AL leaders empower their followers



Followers model the leader
Followers trust the leader
From identification with leaders
Can I accept the
challenge?
Leadership Development

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It starts with a personal decision


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Being a good leader is important enough for
me that I am willing to put in the effort.
These skills can have a positive impact
on many areas:

Family interactions

Friendships

Personal goals
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More reading
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More Reading
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www.DrTaranowski.Com
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Thanks for
li t i
listening
Chet.Taranowski.Phd@gmail.com
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