The Power of Authentic Leadership in Today's Globalized and Rapidly Evolving Market

Leaders, who can manipulate the system and manage an impression of doing right, can quickly lose all that was gained. Authenticity is required in leadership to make correct decisions and implement them successfully.

Globalization and the fast-changing market nature have necessitated an authentic leader to set positive and highest work ethics. 

Leadership quality makes a fundamental difference by imposing and restoring good ethical culture. Authentic leadership capitalizes on the climate of trust and can motivate people to accomplish challenging tasks. With personal integrity, self-awareness, and well-being through emotions: authentic leaders provide an atmosphere favorable to the experience of positive emotions, and these positive emotions would also influence followers. (Ilies, Morgeson, and Nahrgang, 2005). 

Authentic leaders demonstrate high self-discipline and set exemplary standards for others to follow. (Ilies, Morgeson, and Nahrgang, 2005). Authentic leaders draw positive psychological factors that accompany optimal self-esteem and psychological well-being, such as confidence, optimism, hope, and resilience, to model and promote the development of these states in others. Also, they build understanding and a sense of self, providing a firm anchor for their decisions and actions. When authentic leaders gain self-knowledge and awareness, their choices and actions become increasingly self-determined with values and goals. (Gardner et al., 2005). 

Authentic leaders possess the right attributes and the courage to decide. They have their decision-making process, which must consider the communication network, the staff, and the stakeholders. Authentic leaders can reflect on a situation, evaluate and make organizational choices. They understand the project's demands and give their best to make it successful for all stakeholders. (Toor and Ofori, 2008). 

Authentic leaders set exemplary standards with many positive aspects, can motivate their followers, and creates a better working environment by successfully implementing decisions. 

In addition to the benefits mentioned above, authentic leadership can also contribute to the long-term success of an organization. Authentic leaders build strong relationships with their followers and other stakeholders, leading to increased loyalty and commitment to the organization. It can result in higher productivity, creativity, and innovation, lower turnover rates, and improved financial performance.

Furthermore, authentic leaders can adapt to changing circumstances and are open to feedback and new ideas. These leaders are not afraid to admit mistakes and take responsibility for their actions. It creates a culture of transparency and accountability, leading to improved trust and collaboration among team members.

In conclusion, authentic leadership is crucial for success in today's fast-paced and complex business environment. Authentic leaders can create a positive work culture and inspire their followers to achieve challenging goals by demonstrating personal integrity, self-awareness, and well-being through emotions. They set exemplary standards and make decisions that consider the needs of all stakeholders, ultimately leading to long-term success for the organization.

References:

• Remus Ilies, Frederick P. Morgeson, and Jennifer D. Nahrgang, “Authentic leadership and eudaemonic well-being: Understanding leader–follower outcomes”, The Leadership Quarterly, Vol.16, pp. 373-394, (2005).

• Shamir, B., and Eilam, G., “What’s your story?: A life-stories approach to authentic leadership development,” The Leadership Quarterly,Vol.16, pp.395-417, (2005).

• Shamas-ur-Rehman Toor , and George Ofori, “Leadership for future construction industry: Agenda for authentic leadership,” International Journal of Project Management, Vol.26, pp. 620-630, (2008)

• William L. Gardner , Bruce J. Avolio, Fred Luthans, Douglas R. May, and Fred Walumbwa, “Can you see the real me? A self-based model of authentic leader and follower development,” The Leadership Quarterly, Vol.16, pp. 343- 372, (2005).

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