 Describe in detail the primary leadership qualities identified in Transformational

and Authentic Leadership models [i.e., the primary characteristics of

Transformational Leadership Theory (Bass’, Bennis and Nanus’, Kouzes and
Posner’s approaches) and that of Authentic Leadership Theory (George’s
approach)] and explain how they help us to understand leadership. Please include
all the approaches in your answer.

Transformational leadership is a theory of leadership where a leader works with teams to identify

needed change, creating a vision to guide the change through inspiration, and executing the

change in tandem with committed members of a group (Business dictionary, 2016). In addition,

according to Bass and Riggio (2006) suggested that transformational leadership’s popularity

might be due to its emphasis on intrinsic motivation and follower development, which fits the

needs of today’s work group who want to be inspired and empowered to succeed in time of

uncertainty (Northouse, 2018, p163). Transformational leaders focus is on how to change the

status quo and provide the environment for the followers to excel and inspire each other to

succeed by empowering them to collaborate and foster the shared vision and beliefs. Without the

buy in from the followers and their desire to achieve and succeed as one-unit, transformational

leader cannot exist. Another words, without the leader convincing the followers to go on the

journey for change, he is not able to transform and potentially develop future leaders. According

to Kouzes and Posner, transformational leadership can be characterized by different practices

rather than approaches. These practices consist of model the way, inspire the shared vision,

challenge the process, enable others to act, and encourage the heart (Northouse, 2018, p176).

Model the way is when a leader displays the behavior of what a leader should look like, be an

example of watch me and do as I do. Inspire the shared vision looks like when the leader can

convince the followers the change in the direction will positively benefit all and not just the

select few and will be sustainable. Challenge the process gets the followers out of the mundane,

status quo where the follower’s self-worth can be questioned at times. Enabling others to act
allows creative juices flowing and gives the followers sense of accountability and ownership

which in turn promotes self-worth. And lastly, when the leader encourages the heart, it creates

an environment where everyone has the willingness and desire to work well with one another. It

promotes respect and dignity. A transformational leader inspires and provides a desire to

achieve positive change that will benefit the masses. They also help develop the followers to

become future leaders who will continue the journey who in turn will inspire others and help

carry out the change. Why be stuck in an environment and become complacent when you can

work with other and innovate and become pioneers to help others?

Authentic leadership is an approach to leadership that emphasizes building the leader's

legitimacy through honest relationships with followers which value their input and are built on

an ethical foundation (Wikipedia, 2020). This leadership really questions the leader, “are you for

real or have ulterior motive?”. Similar to transformational leadership, where there are different

practices, according to George (2003; George & Sims 2007), authentic leadership possess

different characteristics which include: 1) they have a strong sense of purpose, Passion, 2) they

have strong values about the right thing to do, Behavior, 3) they establish trusting relationships

with others, Connectedness, 4) they demonstrate self-discipline and act on their values,

Consistency, and 5) they are sensitive and empathetic to plight of others, Compassion

(Northouse, 2018, p 200).

When a leader can share the strong sense of purpose, it encourages the followers and gives them

a sense of worth when they succeed. A leader with great moral value, earns the trust and respect

of the followers which again inspires them to follow and help succeed. An authentic leader takes

the time to get to know the followers and shows genuine concern. Consistency comes with being
true and fair to all, regardless of the hierarchy. And finally, an authentic leader can demonstrate

unconscious bias awareness, thus being able to display openness and leading with heart.

 Provide a comparison and a contrast of the key differences and similarities

between these two theories.

Key differences between these two theories are transformational leader is charismatic and

influential to allow the follower to be inspired and empowered to become the best version of

themselves where an authentic leader provides a solid foundation with purpose and vision.

Another contrast is a transformational leader looks to develop and provide a space where the

follower can be inspired to lead others and be champion for change for the future, but an

authentic leader is mostly focused on showcasing their own values and self-discipline for the

present time. Transformational leaders look to develop and inspire future leaders, based on

behaviors whereas an authentic leader’s character is to be a genuine role model and showcase

their own self-awareness.

Similarities include providing hope, trust and care about the followers needs. Both styles want to

see the followers succeed and provides an environment to do so.

 Identify an experience involving each of these models and provide details as to

whether the positive experiences related to HOW support or direction were given
AND/OR matching your developmental level. If you are recounting a negative
experience, was it due to HOW support or direction was given AND/OR a mismatch
with your developmental level.
My developmental level to date has to do with both types of leadership from few leaders. As I

was starting my journey at Starbucks, my store manager at the time did not allow me to feel

empowered to make my own decisions based on the resources provided by the organization thus

made me rely on her direction and approval for anything I needed to accomplish. She was not

approachable or cared to get to know me and my aspiration to become a manager myself one
day. Fortunately, I was able to transfer to another store where the store manager and her

immediate leader saw the potential in me and gave me the opportunity to grow. I can’t describe

the store manager as transformational or authentic, but the district manager was certainly

transformational, inspiring to say the least! He allowed all of us to feel empowered to do our

best and trusted we will utilize the tools and resources available to us to make the best and

appropriate decisions based on our mission and values. His trust in us gave me a sense of self-

worth and ownership which motivated me to do my best and continue to put my best foot

forward to become a store manager. His charisma was infectious and motivated me and others to

develop our own leadership style and have a team of our own.

I miss his presence and although he was criticized by his peers for empowering us to be creative

and build our business savvy and acumen by executing the idea and ask for forgiveness later,

he was respected by me and everyone in his district. This brought the team of store managers

close because we leaned on one another without judgement. Sadly, he has continued his journey

outside of Starbucks and now we are working for another leader. From the beginning, our new

leader developed close relationship with handful of us which created some division in our

district. It’s amazing how one person can influence the dynamic of a once strong cohesive team.

From his lack of unbiased and fair character, trust is absent. I personally have had few

confrontational moments where he would not allow me to compose myself and continued to

prove his point in front of my team and customers. He lacks transparency and genuine

connection where one questions his motives and decisions.

I miss the authentic and transformational leadership of my previous leader. It’s taken me some

time not to allow my current leader to influence me as a person and how I show up for my team.

I was so delighted and relieved to have left an environment that was toxic to have experienced
what it means to be part of a team where it’s positive and encourages sense of empowerment so

you can be the best version of you. What I have learned from my previous leader is I cannot

allow the outside noise and interference to change who I am. In an order for me to become the

leader I want to me; I need to own my role and reflect on my past and focus on the future.

I know I want to be the leader who inspire others to be their best along with trust and respect. I

want to be present and available while giving my partners the space to grow and become leaders

themselves.
 References

Business Dictionary, retrieved 23 May, 2016, from

http://www.businessdictionary.com/definition/transformational-leadership.html

Wikipedia, retrieved 23 April, 2020, from

https://en.wikipedia.org/wiki/Authentic_leadership