Running head: KNOW THYSELF: BUT WHY?

Know Thyself: But Why?

Tonya Bright

Jacksonville State University

Organizational and Systems Leadership for the Advanced Practice Nurse

NU 713

Dr. Leigh Keith

January 29, 2021

Know Thyself: But Why?

Sum of Scores for the following dimensions of authentic leadership

• Self-Awareness: ____17_____

• Internalized Moral Perspective: ____16_____

• Balanced Processing: ____15_____

• Relational Transparency: _____13_____

Authentic Leadership

Numerous explanations of authentic leadership exist. Described as a fair and optimistic

style of leadership, authentic leadership draws on personal life experiences, beliefs, and morals

with self-awareness and self-regulated, consistent behaviors (Chang, Busser, & Liu, 2020; Kasa,

Shamsuddin, Yaakob, Yusof, & Sofian, 2020; Puni & Hilton, 2020; Ribeiro, Duarte, Filipe, &

De Oliveira, 2020; Wong & Laschinger, 2012). Communication is authentic and open, involving

subordinate participation in decision-making and increasing engagement and trust (Chang et al.,

2020; Kasa et al., 2020; Wong & Laschinger, 2012). Authentic leadership possesses honesty and

dedication to values and moral principles while being mindful of others' capabilities, strengths,

weaknesses, and opinions to impact the work environment with support and trust, allowing for an

expansion of knowledge, self-confidence, and opportunity to develop (Chang et al., 2020; Kasa

et al., 2020). Transparency includes real thoughts and values in colleagues' relationships (Ribeiro

et al., 2020). Authentic leaders exhibit a firm conviction and genuine passion for leading

missions based on moral principles (Chang et al., 2020; Nubold, Van Quaquebeke, & Hulsheger,

2020). Ribeiro (2020) adds authentic leader models positive attitudes and behaviors.

The first definition of authenticity in literature was an awareness of one's morality, an

internal voice differentiating between right and wrong (Wulffers, & Carmichael, 2020). Wuffers
KNOW THYSELF: BUT WHY? 3

and Carmichael (2020) refer to the inner voice as a moral compass directing the self-knowledge

of thoughts, beliefs, purpose, and actions to change behaviors. According to Nubold et al. (2020),

mindfulness is a part of authentic leadership. It consists of actively listening in a receptive and

non-judgmental way to others' needs with empathy and concern. An authentic leader's traits

include being reliable, trustworthy, and optimistic while possessing self-confidence to create an

ethical and transparent work environment that fosters growth and development of potential

(Nubold et al., 2020). Authenticity is a dynamic and flexible process between leader and

follower to establish an open, transparent, trusting, and genuine relationship (Fox, Davis, &

Baucus, 2020; Kasa et al., 2020).

The increased focus on improved patient care quality requires enhanced knowledge of

healthcare workers empowered with autonomy (Puni & Hilton, 2020; Wong & Laschinger,

2012). Authentic leaders provide support, resources, and opportunity in the workplace to learn

and develop while demonstrating transparent and ethical behavior (Wong & Laschinger, 2012).

Autonomy in the environment fosters openness and participation in sharing information and

decision-making, provides constructive feedback, and acknowledges team members' ideas,

perspectives, and opinions (Puni & Hilton, 2020; Wong & Lasachinger, 2012).

Empowering employees enhances job satisfaction, performance, respect, engagement,

and productivity while decreasing burnout, anxiety, hostility, anger, and stress. (Nubold et al.,

2020; Wong & Laschinger, 2012). Kasa et al. (2020) add authentic leadership benefits include

loyalty, efficiency, and financial success. A positive team environment contributes to members

feeling valued while instilling hope, confidence, and optimism (Kasa et al., 2020; Puni & Hilton,

2020; Ribeiro et al., 2020). A climate of authenticity and transparency encourages employees to

reach their potential, fosters creativity, and develops an emotional attachment to the organization
KNOW THYSELF: BUT WHY? 4

(Ribeiro et al., 2020). A leader who models authenticity inspires imitation and emotional

contagion in the workplace (Chang et al., 2020).

This author has had the experience of working under an authentic leader. Due to the joy

derived from teaching, she would allow this author to teach faculty and staff on various topics

like Medication Assistant training, Unlicensed Diabetic Assistant training, and New Nurse

Orientation. Other nurses dreaded teaching, while this author thrived on it. Allowing multiple

opportunities instilled a sense of value and purpose in this author. This author's willingness and

enthusiastic nature inspired the leader to assign various projects, including updating policy and

procedure manuals, establishing curriculums, maintaining annual training, and initiating a

computer database of training. The work environment fostered this author's potential while

giving this author autonomy, responsibility, and job satisfaction.

Self-Awareness

Gallagher, Coastal, and Ford (2012) describe two aspects of self-awareness: professional

and emotional. The first aspect involves understanding the strengths, weaknesses, emotions,

personality, core beliefs, motives, abilities, and the impact they have on others (Caldwell, 2009;

Caldwell & Hayes, 2016; Chang et al., 2020; Gallagher et al., 2012; Kasa et al., 2020; Lawrence,

Dunn, & Weisfeld-Spotler, 2018; Puni & Hilton, 2020; Ribeiro et al., 2020; Wong & Laschinger,

2012). Emotional self-awareness refers to a leader's adaptability to show his/her true self to

followers (Chang et al., 2020; Nubold et al., 2020). Self-awareness is reflective and intentional

regulation of behavior, causing a leader to pause and consider additional information to make an

informed decision (Gallagher et al., 2012; Kasa et al., 2020; Lawrence et al., 2018). Self-esteem,

self-concept, and emotional intelligence link to self-awareness (Chang et al., 2020).

Numerous benefits arise from self-awareness, like building trust, empathy, and

collaboration. Using feedback from others, a leader may critically discern social cues when

interacting and altering behavior (Caldwell, 2009; Hinkle, 2018). Self-awareness underpins

thoughts, actions, and decisions allowing a leader to judge communication and circumstances.

Followers are aware of unknown aspects and unconscious motivations and give insight into how

one is perceived. Feedback addresses any gaps in skills. Self-awareness increases job satisfaction

and has a trickle-down effect in an organization (Hinkle, 2018).

Caldwell and Hayes (2016) state self-awareness empowers a leader to discover his/her

potential and the potential of others in the organization, where to focus efforts and skills. They

believe it is the duty of a leader to the stakeholders to reach his/her potential, be authentic, and

obtain trust (Caldwell & Hayes, 2016). Continuous learning and improvement increase the

effectiveness in relating to others and is vital in emotional intelligence (Caldwell, 2009; Caldwell

& Hayes, 2016). A leader must possess the self-awareness to balance conflicting expectations

and perspectives to develop a framework considering ethical, legal, and financial consequences.

The ability to control responses and manage emotions and impulses in varying situations

combines authenticity with self-awareness. Consistent actions of a leader foster trust and

demonstrate integrity, a high level of competence, and commitment to others' welfare (Caldwell

& Hayes, 2016).

In practice, self-awareness is vital for a leader to identify gaps in skills or knowledge to

appropriately focus efforts and resources. Self-awareness enables a collaborative workplace and

involves continuous evaluation and feedback to improve services. Insight from the leader's self-

awareness has a contagious effect on employees while establishing team members' trust and
KNOW THYSELF: BUT WHY? 6

integrity. An improved commitment of team members enhances work interactions and increases

efficiency.

Internalized Moral Perspective

Internalized moral perspective is a form of self-regulation with behaviors guided by

internal morals and values instead of external pressures motivating self-monitoring (Chang et al.,

2020; Kasa et al., 2020; Nubold et al., 2020; Puni & Hilton, 2020). A leader exhibiting

internalized moral perspective is grounded in ethical standards and considers group interests

even when contradicted by personal beliefs (Kasa et al., 2020). Maintaining a balance between

core principles and judgments and justice in practice is crucial (Kasa et al., 2020).

A leader needs to possess an internalized moral perspective to model high ethical and

moral behavior (Wong & Laschinger). Decision-making should be based on moral quality, not

self-serving agendas (Kasa et al., 2020). Utilizing consistent ethical standards diminishes

influence by the team, organizational, or societal pressures in determining courses of action

(Ribeiro et al., 2020).

An authentic leader reflects high ethical and moral principles. An ethical foundation, not

outside pressures, influences better decision-making. Leaders must consider the common good

and welfare of others when determining appropriate actions.

Balanced Processing

A leader's ability to gather information, objectively analyze the data, and receive

feedback before determining a course of action is the definition of balanced processing (Chang et

al., 2020; Kasa et al., 2020; Puni & Hilton, 2020; Ribeiro et al., 2020;). Information may be

internal and factual or external, consisting of coworkers' subjective opinions (Kasa et al., 2020).

The information is not exaggerated or free from bias; instead, a leader can consider opposing
KNOW THYSELF: BUT WHY? 7

sides of an issue (Raziq, Kayani, & Mahmood, 2019). A leader examines the positive and

negative aspects of follower perspectives with openness and truthfulness (Wong & Laschinger,

2012).

Balanced processing allows consistent behavior based on personal values, morals, and

standards (Nubold et al., 2020; Puni & Hilton, 2020). A leader continuously evaluates and

incorporates feedback from others (Chang et al., 2020; Kasa et al., 2020; Ribeiro et al., 2020).

Knowledge-sharing among stakeholders creates an environment of mutual respect and trust

(Kasa et al., 2020).

A leader's consistent behavior in the workplace instills trust among employees. Involving

employees in knowledge-sharing and discovery of data allows valuable feedback and different

perspectives to address a problem. Collaboration fosters respect, responsibility, and performance

among team members.

Relational Transparency

Leaders display relational transparency in relationships when they are open, honest,

genuine, and sincere in how they present themselves to others (Chang et al., 2020; Ete et al.,

2020; Raziq et al., 2019). Relational transparency involves self-disclosure of positive and

negative aspects of oneself like values, emotions, motives, and goals with others, demonstrating

trust and intimacy (Gatling, Shum, Book, & Bai, 2017; Puni & Hilton, 2020; Raziq et al., 2019).

The dynamic practice of self-exploration, promoting sincerity and trust between leader and

follower, describes relational transparency Raziq et al., 2019).

Followers mimic the honesty and humility modeled by leaders, which increases the

credibility and likeability of leaders (Ete et al., 2020). Leaders with transparency promote

trustworthiness, integrity, and job satisfaction in the work environment through full disclosure
KNOW THYSELF: BUT WHY? 8

and cooperation among coworkers (Holtz, Crema, Hu, Kim, & Giacalone, 2020; Raziq et al.,

2019). Fostering teamwork and open sharing of ideas, opinions, and problems produce stability,

predictability, and consistency (Gatling et al., 2017; Wong & Laschinger, 2012). Relational

transparency affects employees' attitudes and behavior, including tardiness, wasting resources,

hiding mistakes, concealing errors, and stealing (Gatling et al., 2017). Employee commitment,

engagement, trust, and performance are end products of relational transparency (Gatling et al.,

2017). Kasa et al. (2020) explain that honesty, communication, and open exchange of knowledge

build trust, cooperation, and teamwork while maintaining authenticity in interpersonal

relationships.

In practice, revealing the innermost feelings of a leader promotes honesty and humility.

The leader appears trustworthy and transparent without hidden agendas. The human aspects of a

leader admitting flaws or failure and asking for help from team members instill members'

willingness to participate in the genuine and sincere nature of the relationship in the work

environment. Employees feel their opinions matter and respect their leader for considering their

views. Transparency improves the climate in the work environment.

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