7.4 RATIONALE FOR CHOOSING AUTHENTIC INTEGRAL LEADERSHIP IN THIS
7.4.2 Authentic Integral Leadership in Organisational System Dynamics
When the leader and leadership practices in the system are integrated with each other and when co- workers serve a higher purpose, the possibility of sustainable successful organisations exist (Onghena-
‘t Hooft, 2018). Human relationships in complex organisational system dynamics require authentic leaders to inspire co- workers and to integrate systemic processes, thereby enabling vital
transformation of the organisational culture (Luthans, 2003). Similarly, authentic leaders create an organizational environment in which co-workers are motivated to self -actualize (Onghena-‘t Hooft, 2018) through understanding why they do what they do, appreciating how they perform really matters and serving the higher purpose for which the organisation stands. Authentic leaders make
opportunities available to meet development needs of co-workers (Avolio & Gardner, 2005) by being considerate of diverse organisational cultures.
In this enabling organisational culture, expanded consciousness, harmony (Erasmus et al., 2017) and complete engagement (Adair, 2009) become the natural path to extraordinary sustainable progressive impact and great results. Authentic leaders facilitate paradigm shifts (Scharmer, 2009)within the organisation and as consciousness expands, co-workers transform their behaviour and become aware of their contribution to the economical, geo-political, ecological, systemic and societal service of Humankind, Society and the World (Onghena-‘t Hooft, 2018). These complex and powerful paradigm shifts necessitate exemplary leaders, who are completely authentic with their higher purpose and who are acquainted with accessing inspiration and information from the universal wisdom and from Nature (Onghena-‘t Hooft, 2018). Universal wisdom as explained by Goleman (2002) is accessed from one’s life experiences, actions and emotional intelligence and is grounded in emotional capabilities like self-
awareness, authenticity, empathy, service attitude and collaboration skills, which have dynamic impact on effective leadership (Saxena et al., 2017). Integral leaders, who are visionary architects, have the aptitude to use collective wisdom in decision-making and create innovative methods of manifesting authentic behaviour.
By acknowledging our connectedness and respecting that individual contributions to the holistic context transforming them, expressing their humanity and embracing vulnerability, are possible.
According to Avolio and Gardner (2005), the result of this vulnerability; which refers to open-ness to change, is the leverage for transforming the organisations. Systemic variables like emotional
commitment, staff turnover intention, demographic variables, perceptions of organisational climate and organisational outcomes specifically affective commitment to change (Kiersch & Byrne, 2015) are significantly related to the interaction of authentic integral leadership with co-workers. Kiersch and Byrne (2015) also clarify that awareness of integrity justice perception mediates relationships feedback, connecting authentic leadership with affective commitment and turnover intention.
Berger (2008) has documented that the foundation for contemporary organisations is affective internal communications as a fundamental process in which co-workers interact, disseminate information, derive meaning and build the organisational culture and values. Authentic integral leaders envision creating the organisational system culture by crafting a shared vision (Wilber, 2007), modelling a moral purpose in action, inspiring meaningful action and fostering genuine commitment (WEF, 2016).
Likewise, research evidence shows that affective internal communications act as a dynamic sub- system contributing to emerging positive employee attitudes like trust, organisational commitment (Dhammika, 2016), job satisfaction (Gray, 2004), organisational identification (Smidts et al., 2001), and positive employee-organisation relationships (Rhee, 2010).These characteristics lead to greater productivity, better-quality performance, organisational learning (Berger, 2008), constructive communication interactions between leaders and employee, and healthier external stakeholder relations (Rhee, 2010).Positive organisational behavior creates an environment for leaders to focus on co-worker’s strengths rather than weakness (Gardner & Schermerhorn, 2004). Essential values typically present in high performance systems are confidence, hope, optimism and resilience (Luthans, 2003), as these values are expressed in positive organizational behavior
Positive organizational behavior was described by Luthans (2003) as leaders being clearly concerned with human resource strengths and psycho-social capabilities which require acknowledgement. These behaviours need to be measured, developed, and successfully accomplished for individual and organisational performance and progress. Gardner and Schermerhorn (2004) explain that when
leaders concentrate on their psycho-social-emotional development and express congruence between their inner thoughts, beliefs and emotions, then their authentic behaviour reflects the true self.
These emergent traits of authenticity in leaders as inspirational role models also resonate between leaders and among co-workers, which reveals the organisational values like trust, with resultant high performance. Avolio and Gardner (2005) explained that the authentic leader’s focus of attention on developing talent, and selecting the right employee for the right job, enhances motivation among co- workers and justifies the emergence of future leaders. Moreover, authentic leaders create an
organisational culture in which a caring ethos and values like benevolence, being honest, willingly taking on extra responsibilities, and being loyal to the organisation, or a universalism in which equality, social justice, and being broad-minded (Avolio, 2005; George, 2003; Michie, 2005) are practised, help achieve organisational goals and excellence at work.
Although these characteristics are shared in charismatic, transformational, spiritual, servant or ethical leadership styles (Avolio, 2005; George, 2003; Michie, 2005), authentic leadership is distinctive. In Figure 50, the systemic interconnections of the authentic leaders’ values, for example leading with purpose and integrity, result in building sustainable organisations, in motivating their employees to deliver excellent client services and in creating long-term development for all stakeholders (George, 2003). Authentic integral leaders’ self-awareness (Wilber, 2007), self- reflection, self-regulation, selflessness and leading the system by example, also enliven the strengths and nurture co-workers, developing their authenticity (WEF, 2016). The ontological perspective (Gardner et al., 2005) of authenticity is that it contributes to co-workers’ well-being, thus their attainment of justifiable and genuine performance, and walking the talk, to build systemic leadership capacity, becomes a reality.
Figure 50: Authentic Leaders Psychosocial Feedback (Focus Group) As illustrated in Figure 50, authentic leaders overcome stereotypes, and make a difference in organisational relations by focusing on the co-worker’s self-efficacy (Stajkovic, 2006), by creating hope (Synder, 2003), optimism (Seligman, 2014) and resilience (McGregor, 2005). These relational values of self-efficacy,hope, optimism and resilience are interconnected with work performance, job satisfaction, goal settings, conscientiousness, and the psychosocial feedback leads to trusting
relationships.
According to Luthans and Avolio (2003), authentic leaders’ self-efficacy builds personal confidence among co-workers and as co-workers learn about themselves, they are able to recognize their capabilities. Moreover, organisational gains are that confident employees always perform well under pressure, stress, and face challenging tasks effortlessly. Likewise, confident employees exhibit what Synder (2002) explained: that hope is the connection between the will and the neurolinguistics paths (Chellamani, 2012) to goal directing activities which have positive effects on physical, mental, intellectual, social and spiritual health of employees and the organisation. Luthans (2003) described the effects of managers who display hope in the work environment and gain greater profits, with more satisfied employees and lower turnover. Authentic leaders are also optimists and this attitude
promotes organisational stability in which internal systemic processes, human relations and well- being endorse organisational success. When employees express joy, pride, job satisfaction, and enthusiasm in their work, the result is success and high achievements (Gardner & Shermerhorn, 2004). According to McGregor (2006), authentic leaders similarly strengthen resilience among co- workers as they are assured of confronting adversities and challenges by enduring and recovering
swiftly with emerged innovative value-added leadership skills. These experiences provide opportunities for employees to emerge with renewed strength, positive expectations, high performance and committed passion (Gardner &Schermerhorn, 2004).
In these interactions between authentic integral leaders and co-workers, a process of transformation connects authentic leadership characteristic variables, for example, hope, trust, positive emotions, integrity, truthfulness, shared values and optimism, to the follower’s attitude and ethical behavior.
Consequentially, the positive individual and organisational impact of authentic leaders and co-
workers is on sustained authentic job performance, individual and organisational reputation (Avolio &
Gardner, 2005).