Module 3:

Leadership Effectiveness

Lesson I: Transformational Leadership

By Kendra Cherry
Medically reviewed by Steven Gans, MD on March 04, 2020

Learning Objectives

After studying this chapter, you should be able to:

• Describe transformational leadership

• Explain how transformational leadership works
• Discuss the strengths and criticisms of transformational leadership
• Recognize applications of transformational leadership

Terms to Ponder:

Charisma

A special gift that certain individuals possess that gives them the capacity to do extraordinary
things

Contingent reward

An exchange process between leaders and followers in which effort by followers is exchanged for
specified reward

Idealized influence

The factor describing leaders who act as strong role models for followers; followers identify with
these leaders and want very much to emulate them

Individualized consideration

The factor representative of leaders who provide a supportive climate in which they listen carefully
to the individual needs of followers

Inspirational motivation

The factor describing leaders who communicate high expectations to followers, inspiring them
through motivation to become committed to and a part of the shared vision in the organization

Intellectual stimulation
The factor that stimulates followers to be creative and innovative and to challenge their own beliefs
and values as well as those of the leader and the organization

Laissez-faire approach

Also called nonleadership, in this style, the leader abdicates responsibility, delays decisions, gives
no feedback, and makes little effort to help followers satisfy their needs

Management-by-exception

Leadership that involves corrective criticism, negative feedback, and negative reinforcement

Pseudotransformational leaders

Leaders who have strong inspirational talent but are self-consumed, exploitive, and power-
oriented, with warped moral values (Bass & Riggio, 2006)

Transactional leadership

A process that focuses on achieving common goals by means of the exchanges that occur
between leaders and their followers

Transformational leadership

A process that changes and transforms people by creating a connection that raises the level of
motivation and morality in both the leader and the follower

Have you ever been in a group where someone took control of the situation by conveying
a clear vision of the group's goals, a marked passion for the work, and an ability to make the rest
of the group feel recharged and energized? This person just might be what is called a
transformational leader.

Transformational leadership is a leadership style that can inspire positive changes in

those who follow. Transformational leaders are generally energetic, enthusiastic, and passionate.
Not only are these leaders concerned and involved in the process; they are also focused
on helping every member of the group succeed as well.

Quick Background

The concept of transformational leadership was initially introduced by leadership expert

and presidential biographer James MacGregor Burns. According to Burns,
transformational leadership can be seen when "leaders and followers make each other to
advance to a higher level of moral and motivation."1

Through the strength of their vision and personality, transformational leaders are able to
inspire followers to change expectations, perceptions, and motivations to work towards common
goals.
 Later, researcher Bernard M. Bass expanded upon Burns's original ideas to develop what
is today referred to as Bass’s Transformational Leadership Theory. According to Bass,
transformational leadership can be defined based on the impact that it has on followers.
Transformational leaders, Bass suggested, garner trust, respect, and admiration from their
followers.

Components

Bass also suggested that there were four different components of transformational leadership.

Intellectual Stimulation: Transformational leaders not only challenge the status quo; they also
encourage creativity among followers. The leader encourages followers to explore new ways of
doing things and new opportunities to learn.

Individualized Consideration: Transformational leadership also involves offering support and

encouragement to individual followers. In order to foster supportive relationships, transformational
leaders keep lines of communication open so that followers feel free to share ideas and so that
leaders can offer direct recognition of the unique contributions of each follower.

Inspirational Motivation: Transformational leaders have a clear vision that they are able to
articulate to followers. These leaders are also able to help followers experience the same passion
and motivation to fulfill these goals.

Idealized Influence: The transformational leader serve as a role model for followers. Because
followers trust and respect the leader, they emulate this individual and internalize his or her ideals.

So what are some typical signs of a transformational leader? Groups led by this type of leader
tend to be both successful and loyal. They give a lot to the team and care deeply about the group's
ability to accomplish its goals. Turnover tends to be quite low as transformational leaders are able
to inspire a great deal of commitment in their followers.

Effects

In their classic text, Transformational Leadership, authors Bass and Riggio explained:

"Transformational leaders...are those who stimulate and inspire followers to both achieve
extraordinary outcomes and, in the process, develop their own leadership capacity.
Transformational leaders help followers grow and develop into leaders by responding to individual
followers' needs by empowering them and by aligning the objectives and goals of the individual
followers, the leader, the group, and the larger organization."

Researchers have found that this style of leadership can have a positive effect on the
group.

"Research evidence clearly shows that groups led by transformational leaders have higher
levels of performance and satisfaction than groups led by other types of leaders," explained
psychologist and leadership expert Ronald E. Riggio in an article for Psychology Today.

The reason, he suggests, is that transformational leaders believe that their followers can
do their best, leading members of the group to feel inspired and empowered.
 What can you do to become a more transformational leader? Leadership experts suggest
that having a strong, positive vision of the future plays a critical role. Not only is it important to
believe in this vision yourself; you've also got to inspire others to buy into your vision as well.

Being genuine, passionate, supportive, and trustworthy are all key characteristics that will
help motivate followers to support your goals for the group.

Simple Tips for Achieving Goals

The researchers discovered that employees who identified a higher level of

transformational leadership in their employers also had higher reported levels of well-being. The
effect stayed significant even after researchers controlled for factors that are linked to well-being
such as job strain, education, and age.

"The results of this study suggest that a transformational leadership style, which both
conveys a sense of trust and meaningfulness and individually challenges and develops
employees, also has a positive effect on employee well-being," the authors summarized.

Source:
https://www.google.com.ph/search?q=transformational+leadership&sxsrf=AOaemvJqhGJXqdSLlYJcrLzkowN5Z6dLQ
g%3A1636176203989&source=hp&ei=SxGGYYXVOJeO-AaOoo-oBQ&iflsig=ALs-wAMAAAAAYYYfW4YhB1LF-
rhEpkPnS4Oa7zsw8YA4&oq=Transformational&gs_lcp=Cgdnd3Mtd2l6EAEYADILCAAQgAQQsQMQgwEyCwgAEIA
EELEDEIMBMgsIABCABBCxAxCDATILCAAQgAQQsQMQgwEyCAgAEIAEELEDMgUIABCABDILCAAQgAQQsQM
QgwEyBQgAEIAEMgUIABCABDIFCAAQgAQ6BAgjECc6BQgAEJECOhEILhCABBCxAxCDARDHARDRAzoICAAQs
QMQkQI6CwguEIAEELEDEIMBOggILhCABBCxAzoICC4QsQMQgwE6DgguEIAEELEDEIMBEJMCUABY9xdg8zJoA
HAAeAGAAfoFiAGeLJIBDTAuMy41LjMuMS4zLjGYAQCgAQE&sclient=gws-wiz

Pseudo-Transformational Leadership in the Workplace

By Debra Kraftwill

Pseudo-transformational leaders are the opposite of authentic transformational leaders.

Authentic transformational leaders, characterized by people like Steve Jobs at Apple and Jack
Welch at GE, have the charisma to get people to want to follow them and turn floundering
companies into prosperous ones. Pseudo-transformational leaders also have charisma and are
also successful at getting followers. But while authentic transformational leaders drive long-
standing corporate turn-arounds, pseudo-transformational leaders tend to make short-term gains
that ultimately result in long-term costs.

Self-Centered Motivations

The difference between authentic and pseudo-transformational leaders lies in their motivations.
Authentic transformational leaders are motivated by the good of the many, recognizing that they
succeed when the companies around them succeed. Pseudo-transformational leaders are self-
centered; these leaders are motivated more by the desire for personal gain than by corporate
success. Pseudo-transformational leaders tend to promote competitiveness at the expense of
collaboration and manipulate rather than empower their followers.

Idealized Influence

One of four key factors describing transformational leaders is referred to as idealized

influence. An authentic transformational leader is a role model. Followers admire, trust and
respect this type of leader. A pseudo-transformational leader, however, tends to set a
company's moral compass off kilter. This leader represents the antithesis of integrity. A pseudo -
transformational leader might reduce employee numbers touting the need to save costs by
downsizing, and then expect or demand a bonus or an increase in personal compensation.

Inspirational Motivation

A second key factor for transformational leaders is inspirational motivation. Authentic

transformational leaders inspire and motivate followers, fostering teamwork, enthusiasm and
harmony. Pseudo-transformational leaders start out by delivering similar messages but
ultimately foster disharmony and insecurity. While these leaders might talk about employee
empowerment, it's just talk. These leaders aren't afraid to lie to look good. They'll say what
employees want to hear, and they're not likely to stick around long enough to face the revolution
when the truth finally comes out.

Intellectual Stimulation

A third factor involves intellectual stimulation. Authentic transformational leaders

develop employees. These leaders recognize the value in building knowledge in the workplace,
encourage innovative ideas and don't criticize. Pseudo-transformational leaders don't like it
when followers disagree with them or question their orders. These leaders prefer ignorance
among the masses because it feeds their narcissistic instincts. Knowledge is power. Emotion
and manipulation are more likely than rational discussion.

Individualized Consideration

The fourth factor is referred to as individualized consideration. Authentic

transformational leaders mentor and coach employees to help build them into leaders. They
give employees individualized attention. Pseudo-transformational leaders prefer blind
obedience. When seen coaching or mentoring, it's just for show and might come off looking like
they're playing favorites to promote competition.

How to Increase Team Spirit in the Workplace

ByChron ContributorUpdated October 13, 2020

Good managers understand the importance of team spirit in the workplace. Promoting a
collaborative atmosphere helps to accomplish that goal, as well as ensuring that everyone
understands where the company is going and that managers aren't creating hidden agendas. By
promoting the development of team spirit and working in groups, you'll create a place where
employees enjoy going to work, but also feel continually challenged to achieve excellence.

Be a Humble Leader

Legendary basketball coach John Wooden developed what he called his Pyramid of
Success. Building blocks of the pyramid include attributes such as skill, friendship, loyalty,
cooperation and enthusiasm. Coach Wooden liked to say, "The star of the team is the team."
As Success magazine points out, it's important for a group to know that they work with you, not
for you. A leader has the responsibility for building the team spirit that puts "we" ahead of "me."

Define Your Strategic Plan

Employees need a road map to know where they're going, which is why it's vital to create a
strategic plan that everyone embraces and understands. It's important to actively involve
employee work teams in creating action plans and annual goals. Creating a consistent
framework makes it less likely that employees will go their own way, which only breeds chaos,
and erodes morale.

Get Everyone Involved

Collaborative decision-making is a key element in team building. Research reported

by Harvard Business School Online shows diversity leads to better decision-making. By
bringing people with different cultural and work backgrounds into the conversation, you enhance
creativity and get a new perspective on any task or problem the company faces. By involving
everyone, you show employees that you trust them and that you value their opinions. Building
employee engagement in this way helps build team spirit. Employees are invested in the
success of their ideas.

Promote Work/Life Balance

In an increasingly virtual era, employees expect companies to help balance life and work
appropriately. The importance of team spirit in the workplace should not overshadow that
balance. Cohesion and morale suffers when employees feel tethered to their computers, or see
little relief from unrealistic workloads. Increasingly, companies are offering flexible and part-time
schedules and telecommuting – as long as employees get all their work done. Workers who see
these values reflected in mission statement are more likely to go beyond an employer's
expectations.

Recognize Extra Effort

Whether they admit it or not, employees crave recognition for what they do. How to
harness this need is the company's challenge – especially in a tight economy, when
conventional pay raises aren't affordable. The Society for Human Resources
Management (SHRM) suggests that a public thank you, such as at a staff meeting, or a
handwritten note from the CEO are effective team spirit ideas for work and can go a long way
in making an employee feel appreciated. A gift certificate or compensatory time off cost a
company relatively little, but can go a long way toward making an employee feel appreciated.

SHRM suggests that companies earmark funds each year for a meaningful recognition
program that fosters the development of team spirit and working in groups. When companies
cannot give pay raises, they should consider a reward such as management training. Such
training recognizes employee effort and increases engagement by creating a clear path to the
future.

Employee Expectations of an Effective Leader

By Lisa Dorward

A 2007 study conducted by the Center of Creative Management found that 84 percent
of business leaders believe the definition of effective leadership is changing. Employees’
expectations of what makes an effective leader has had a significant impact on the business
management landscape. Employees consider flexibility, collaborative skills and the ability to
create an environment that nurtures success to be vital in an effective leader. The concept of
ranking building and mending relationships above resourcefulness and decisiveness may have
originated from the employee’s view, but it is reflected in current leadership trends.

Integrity

Keeping commitments is an important aspect of integrity. If a review is promised after a

certain time interval, the employee expects his manager to keep her word and give the review
the same level of commitment as a promise made to a client or customer. Another aspect of
integrity in professional leadership involves being honest in your dealings with employees and
taking responsibility for your own mistakes instead of passing the blame down to subordinates.
This also applies when one employee attempts to pass blame to -- or take credit from -- a co-
worker. Employees see an effective leader as someone who can see through these subterfuges
and set things right. Integrity, in business as in life, is perceived as doing the right thing even
when it is not easy to do so.

Defining Expectations

Defining expectations for each person, effectively communicating those expectations and
setting clear goals promotes respect for leadership. From the employee’s perspective, an
effective leader is one who follows through on these principles by maintaining equity among
employees, providing feedback during the process before formal evaluations are made and
rewarding the accomplishment of established goals in a meaningful way.

Motivation
A fundamental aspect of effective leadership is the ability to motivate employees even when --
or especially when -- there is resistance. Employees tend to see their motivation as not only a
product of effective leadership, but also the responsibility of an effective leader. Even
employees who are highly self-motivated can feel their motivation quashed by the ineffective or
counterproductive leadership methods of their superiors. Noticing, complimenting and giving
recognition for good performance and improvement, not just results, are powerful motivators.
Letting employees know that they are valued inspires what is known in business management
as ERB, or extra role behavior: the employee motivated to go above and beyond what is
expected

Source:
https://www.google.com.ph/search?sxsrf=AOaemvIzS23NL3j6wjOPK8uRam4QKFmtBw:1636176889610&q=Pseu
do+Transformational+leaders&spell=1&sa=X&ved=2ahUKEwiYw63ygYP0AhWTFogKHU2yAjwQBSgAegQIARA2

Lesson 2: Transactional Leadership

Transactional leadership, also known as managerial leadership, is a leadership style

where the executive relies on rewards and punishments to achieve optimal job performance from
his or her subordinates.

As such, transactional leadership is based on an exchange, or transaction: The leader

rewards workers who perform their tasks to the specified levels and punishes workers who do not
perform to those set standards.

This relationship between leader and subordinates is based on theories that assume
individuals are not self-motivated to do their tasks and need structure, instruction and supervision
to accomplish their jobs. The theory also postulates that workers will perform their tasks as the
transactional leader wants them to do in exchange for the leader's offering something that the
workers want, such as pay.

Transactional leadership characteristics

A transactional leadership style works best in a structured environment where there are
established processes as well as defined roles with specific tasks to accomplish.

According to transactional leadership theory, transactional leaders work within an organization's

existing structure. He or she seeks to have subordinates deliver specific results that are well
articulated and measurable.

A transactional leader evaluates subordinates on whether or not they meet defined requirements
and expected results. Thus, transactional leaders appeal to the self-interest of their subordinates
in order to keep them on track.
Transactional vs. transformational leadership
A transactional leader upholds the status quo. Because of this, a transactional leader does not
generally fit well in entrepreneurial environments and similar settings where creativity and
innovation are required.

Transactional leadership is frequently contrasted with transformational leadership, a style in

which leaders seek to motivate and inspire workers. Transactional leadership has been called a
"telling" managerial style, while transformational leadership is considered a "selling" style.

A transactional leader is focused on achieving short-term goals and performing tasks correctly
and to specifications; this type of leader does not drive change but, rather, follows established
protocols and procedures.

Advantages and disadvantages of transactional leadership

The benefits of this leadership style include the ability to achieve short-term goals quickly; to
deliver consistent results; to maintain established procedures and protocols even across large
and/or dispersed organizations; and to establish clear expectations for workers in regards to their
responsibilities.

On the other hand, this leadership style has have been faulted for its inability to inspire and foster
creativity. Similarly, transactional leadership theory has been criticized for its focus on maintaining
established procedures at the expense of innovation.

Brief history of transactional leadership

German sociologist Max Weber in the mid-20th century established the idea of different leadership
styles, one of which became known as transactional leadership. Political scientist, historian and
presidential biographer James MacGregor Burns, a pioneer in the field of leadership studies,
advanced transactional leadership theory. His 1978 book titled Leadership laid out the elements
of transactional leadership and transformational leadership. Researcher Bernard M. Bass
furthered the understanding of transactional leadership in his scholarly work in the early 1980s.

The transactional leadership style was prevalent in post-World War II United States. Many modern
businesses, with their heightened focus on innovation and change, prefer other supervisory
styles, such as transformational leadership. However, transactional leaders remain valued in
certain organizations and work environments. And, in fact, transactional leaders are still
commonly found in the military and large corporations where rules and regulations dominate.

https://searchcio.techtarget.com/definition/transactional-leadership

Assessment:

1. Describe a familiar leader whom you consider as a Transformational leader. Explain why
do you say so.
Lesson 3: Authentic Leadership
What's Authentic Leadership, & How Do You Practice It
Written by Caroline Forsey @cforsey1

Learning Objectives

Learning Objectives

After studying this chapter, you should be able to:

• Describe authentic leadership

• Explain how authentic leadership works
• Discuss the strengths and criticisms of authentic leadership
• Recognize applications of authentic leadership

Terms to Ponder:

Authentic leadership

An approach focusing on whether the leadership is genuine and “real”

Balanced processing

A self-regulatory, unbiased behavior whereby individuals analyze information objectively and

explore other people’s opinions before making a decision

Developmental perspective

A perspective that views authentic leadership as something that a leader can nurture, as it
develops over a lifetime and can be triggered by major life events (Avolio & Gardner, 2005;
Gardner, Avolio, & Walumbwa, 2005)

Hope

A positive motivational state based on willpower and goal planning

Internalized moral perspective

A self-regulatory process whereby individuals use their internal moral standards and values to
guide their behavior rather than allow outside pressures to control them

Intrapersonal perspective
A perspective on authentic leadership that focuses closely on the leader and what goes on within
the leader, incorporating the leader’s self-knowledge, self-regulation, and self-concept

Interpersonal perspective

A perspective on authentic leadership as relational, created by leaders and followers together in

a reciprocal process

Moral reasoning

The capacity to make ethical decisions about issues of right or wrong and good or bad

Optimism

The cognitive process of viewing situations from a positive light and having favorable expectations
about the future

Relational transparency

Being open and honest in presenting one’s true self, occurring when individuals share their core
feelings, motives, and inclinations with others in an appropriate manner

Resilience

The capacity to recover from and adjust to adverse situations

Self-awareness

A process in which individuals understand themselves, including their strengths and weaknesses,
and the impact they have on others

Authentic Leadership Theory

There are four distinct components to the Authentic Leadership Theory. Let's dive into those, now.

1. Self-Awareness

As a leader, it's critical you have a strong sense of self, including your strengths,
weaknesses, and values. It's impossible to demonstrate authenticity as a leader if you're unsure
of who you are or what you stand for in the first place.

Additionally, by displaying both your strengths and weaknesses to your team, you're able
to demonstrate that you have nothing to hide, and don't play games. In this way, you're better
equipped to build trust among your team, and when your employee makes a mistake, she'll feel
more comfortable admitting her error to you.
 Self-awareness is also critical for you to grow as a leader, and strengthen other
components of authentic leadership. For instance, perhaps you've noticed you don't do a great
job at displaying transparency with your team. By acknowledging this weakness, you can take
steps to rectify it.

In Bruce J. Avolio and Tara S. Wernsing's essay Practicing Authentic Leadership, they
outline three ways authentic leaders should practice self-awareness:

• Seek feedback from the environment

• Use self-reflection to better understand your behavior

• Practice regular self-observation to stay aware of your feelings at all times

Self-awareness is vital for acting appropriately as a leader, and feeling empathy for how
your employees might perceive your feedback. For instance, perhaps you feel a conversation you
had with your team was demoralizing -- you'd just received some disappointing news about your
team's performance, and you'd spoken out of frustration. It's critical you seek feedback from your
environment by asking your team what you can do to help them improve moving forward.

Additionally, perhaps you can mitigate these issues in the future by regularly practicing
self-observation, so you're able to notice, in the moment, "I am very frustrated right now, so I will
wait until I am calm to have this conversation with my team."

2. Relational Transparency

Passive aggression, subtle messaging, and convoluted feedback have no place in

leadership. To truly foster authenticity, it's critical you remain genuine, straightforward, and honest
with your team. Let them know where they stand -- if they mess up, tell them.

While it might seem counterintuitive -- "How will I become close to my team if I am often
providing constructive rather than positive feedback?" -- it works in your favor in the long-run, as
your employees trust that you are not "hiding" your true feelings regarding their performance.

Transparency and honesty must be encouraged from the leadership level if you want your
business to be successful. For instance, when Former President and CEO of Ford, Alan Mulally,
began working at Ford, he implemented a system in which business leaders would produce
color-coded charts at each of their meetings -- green to signify success, red to signify failure.

At the time, Ford was forecast to lose 17 billion that year. At the meeting, however, Mulally
noticed every chart was green. He recognized that Ford's culture was one in which leaders hid
problems, and avoided transparency out of a fear for job safety.

When one leader, Mark Fields, handed over a chart with red on it -- due to a production
issue -- Mulally began clapping. His reaction signified the concept that failure can be seen as an
exciting opportunity for growth, and honesty should be always rewarded. The following week, he
saw charts varying from green to yellow to red.

The point is, authentic leadership must start with you displaying behavior you hope to see
in your employees, as well. If you aren't transparent and honest, how can you expect your
employees to come forward with problems when they arise?

3. Balanced Processing

A leader needs to make decisions and stay true to her decision in the face of opposition -
- but she must also be capable of receiving and considering alternative viewpoints before
choosing a plan of action.

When making major decisions, it's important you ask for alternative opinions and remain
open to discussion. While it's important you stick to your values, it's equally critical you
seek out opposing viewpoints, which can help you see flaws in your initial course of action, or
enable you to strengthen your argument by understanding all points of view.

Additionally, if you want to be an authentic leader, it's critical you create an environment
in which employees feel both safe and encouraged to share their opinions. This ties back to self-
awareness -- you must be self-aware enough to accept that your opinion, by itself, is likely biased
or partial. By collecting outside feedback, you're able to see more potential weaknesses in your
decision.

4. Internalized Moral Perspective (“Do the Right Thing”)

An authentic leader needs to know when to put the needs of the company and its
customers ahead of herself and her team. Ultimately, a leader should be focused on doing the
right thing for the long-term success of the business -- not herself.

Additionally, it's critical a leader have strong ethical values and integrity, and exercise
these traits even in the face of tempting shortcuts.

For instance, let's say your employee comes to you with a "make money quick" scheme -
- his idea is to make it difficult for customers to know how to cancel their subscription, so they are
forced to keep paying unless they call up customer support.

As a leader, it's important you recognize the downfall of this type of decision. While it could
temporarily help boost your team's numbers, it's not a decision made out of integrity or fairness
for your customer, and won't result in lasting loyalty.

Emmy Jonassen, Director of Acquisition at HubSpot, seconds this point, noting the
importance of being a leader whose behavior matches up with the values you want to instill in
your team:

Relational Transparency
Dr. Calvin Williams
Authentic Leader | Blogger | Consultant | Leadership Enthusiast | People Builder | Speaker
Published Sep 11, 2019

The concept of transparency within the work environment continues to grow. Leaders who
display relational transparency show they are willing to share information and understand direct
reports, peers and supervisors want to be involved.

Relational transparency is an authentic leadership variable that highlights leaders should

understand the impact their daily interactions can have (positive or negative) within the work
environment. Relational transparency involves the leader presenting their authentic self, which
helps develop trust by sharing true thoughts and feelings and displaying appropriate
emotions. Trust develops as the leader shares information openly with all levels within the
organization. Consistency with words, thoughts and actions are staples of relational transparency.

How can relational transparency improve work outcomes?

• Creates a nurturing environment

• Shows direct reports they are valued and appreciated
• Helps build meaningful and transparent relationships
• Enhances overall organizational functions
• Should be applied to both sides of a work relationship

Relational transparency can be leveraged to improve working relationships on multiple levels

of an organization. This process can be used when working with staff members from other
departments or organizations. Building trust when working on committees across the organization
will only enhance the ability of the team to meet stated goals. A transparent leader’s authenticity
can be viewed easily throughout the organization because nothing is being hidden in daily
interactions with others.

Leaders must be willing and able to ‘balance’ multiple relationship levels: direct reports, peer
to peer and supervisors. Relational transparency provides leaders with an impactful way to build
productive working relationships and enhance the overall functioning of the work environment.

How do you display relational transparency in your work environment? How would this
authentic leadership variable enhance daily interactions?

Assessment:

1. Introduce a person whom you consider an Authentic Leader. Explain.

2. How would this authentic leadership variable enhance daily interactions?

Discover additional articles: http://walkintothefuture.blog

Source:https://www.linkedin.com/pulse/relational-transparency-take-your-leadership-next-level-
williams

https://blog.hubspot.com/marketing/authentic-
leadership#:~:text=Authentic%20leadership%20is%20a%20management,feels%20abou
t%20her%20employees'%20performance.