Essay on Authentic Leadership

5637 Words Nov 24th, 2012 23 Pages
Authentic Leadership

Leaders of the future should be obliged to embark on their own journey of personal development to earn the title leader (Whitmore 2012). The need for governance has mainly increased the pressures on organisations to have aspiring leaders with the skills needed for their fields of interest. This is supported by The Open University (on-line 2012) when it is suggested that clinical leadership is essential for service redesign, quality, innovation, productivity and prevention. It is recognised that in order to facilitate whole system approach in today’s National Health Service (NHS), leaders need to understand not only the people and culture they are trying to change, but also their own personality traits and how
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The NHS Leadership Framework helps bring together leadership principles and best practice guidance under one umbrella. It provides ‘a consistent approach to leadership and development for staff in health and social care, and represents the foundation of leadership behaviour throughout the NHS’, (NHS Leadership Council, 2011). There are a plethora of leadership theories considered in literature, which have developed through the last century, and the emergence of leadership as a defined role. Stogdill
(1974, p.259) concluded that there are “almost as many definitions of leadership as there are persons who have attempted to define the concept” - Leadership has generated a sizable amount of research and theory (Weihrich and Kootz, 2005; Muchinsky, 2006; Spector, 2006) and the theories can often be described using different classifications. For example: The trait approach, whilst problematic could prove useful when attempting to identify or recruit a leader, the behaviour approach, which, like trait theory, explores leadership from the perspective of the leader and focuses on leader behaviours. The contingency approach suggests that leadership is about the interaction between a person (leader), his/her behaviour and the situation, and the leader membership approach (charismatic or transformational leader) is concerned with the relationships between subordinate and

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