TWU Transformational Servant and Authentic Leadership Comparison Paper please do follow the instructions provided in the document, i have clearly mentioned

TWU Transformational Servant and Authentic Leadership Comparison Paper please do follow the instructions provided in the document, i have clearly mentioned everything. do write 7-8 papers excluding title page and reference page. plagiarism is strictly prohibited, the similarity rate should be less than 5%, and i need a clear turnitin report of it. In the instructions document i have clearly mentioned about the books what you need to refer for the paper, please do refer all the materials provided. the paper should be written in the double spaced. 15% 3. Critical Leadership Comparison Paper – due June 29. Using Northouse’s
Leadership: Theory and Practice (8th ed., chapters 8-10 and others), plus other
resources (PPT files, some relevant resources are listed on the Moodle course site as
well as in the Leadership Bibliography provided at the beginning of the course), write a
7-8 page (double-spaced) paper in which you compare and contrast the three
leadership approaches: (1) Transformational Leadership, (2) Servant Leadership, and
(3) Authentic Leadership. Each of these leadership approaches has become popular
recently, yet how do they relate to one another? Are they virtually the same, or are there
differences? In 1-2 paragraphs only explain the core concepts of each leadership
approach. Then provide an integrated discussion comparing and contrasting the
three approaches. At the end of the paper, you must be able to clearly articulate
why each is different, or not, and which you think is the most effective approach
of the three, including how you might implement this approach in your work
setting. You must include an introduction and conclusion. A cover page is not
Need to refer these materials
Northouse, P. G. (2019). Leadership: Theory and practice. (8th ed.). Thousand Oaks,
CA: Sage
Damon, W. (2004). The moral advantage: How to succeed in business by doing the
right thing. San Francisco, CA: Berrett-Koehler Publishers.
Hill, A. (2008). Just business: Christian ethics for the marketplace. Downers Grove, IL:
InterVarsity Press.
Nash, L. L. (1993). Good intentions aside: A manager’s guide to resolving ethical
problems. Boston: Harvard Business School Press.
•Based on the assumption that work exists for development of the worker
as much as the work exists to do the work.
•Upside down leadership because leaders transcends self-interest to serve
others and the organization.
•Listen first to affirm others (ask questions).
•Inspire trust by being trustworthy.
•For the sake of the greater purpose, servant leaders give away power,
ideas, information, recognition, and credit for accomplishments.
•Servant leaders truly value other people, encourage participation, share
power, enhance others’ self-worth, and unleash people’s creativity, full
commitment, and natural impulse to learn.
10 Characteristics of Servant Leadership
Commitment to Growth of People
Building Community
Authentic leadership
• Authentic Leadership – focuses on whether leadership is genuine
• Interest in Authentic Leadership
Increasing in recent times due to social upheavals
People longing for trustworthy leaders who serve the common good
Identified earlier in transformational leadership research but not studied separately
Needed evidence-based research of construct
Authentic Leadership Defined
• Intrapersonal Definition:
• Interpersonal Definition
• Developmental Definition
Authentic Leadership Defined
• Intrapersonal Definition:
• Leadership based on self-concept and how self-concept relates to actions (Shamir &
Eilam, 2005)
• Relies on the life story of the leader
• Three Authentic Leadership Characteristics:
• ALs exhibit genuine leadership
• ALs lead from conviction
• ALs are originals, not copies
Interpersonal Definition:
Leadership is created by leaders and followers together (Eagly,
It is a reciprocal process because leaders affect followers and
followers affect leaders
Developmental Definition:
Leadership can be nurtured and developed over a lifetime (Avolio
& Gardner, 2005)
Can be triggered by major life events
Leader behavior is grounded in positive psychological qualities
and strong ethics
Practical Approaches to Authentic
Bill George (2003, 2007)
• Leader characteristic model
• Leaders have genuine desire to serve others
• Five characteristics of authentic leaders
• Understand their purpose
• Strong values
• Trusting relationships
• Self-discipline
• Act from the heart (mission)
Basic Model of Authentic Leadership
• Self-awareness
Internalized moral perspective
Self-regulatory process using internal moral standards to guide behavior
Balanced processing
Reflecting on one’s core values, identity, emotions, motives
Being aware of and trusting one’s own feelings
Ability to analyze information objectively and explore other people’s opinions before
making a decision
Relational transparency
Being open and honest in presenting one’s true self to others
Factors That Influence Authentic
• Positive psychological capacities
• Confidence (including self-efficacy)
• Hope
• Optimism
• Resilience
• Moral Reasoning Capacities
• Deciding right and wrong
• Promoting justice, greater good of the organization or community
Factors That Influence Authentic
Critical Life Events (positive or negative)
• Act as a catalyst for change
• People attach insights to their life experiences
• When people tell life stories they gain clarity about who they
are (i.e., Defining Moment)
• Stimulate personal growth

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