Leadership Practices by Lieutenant Colonel Jeffrey G. Smith, U.S. Army
While the debate over nature vs. nurture continues, some people appear to be naturally born to assume leadership positions while others must constantly struggle to become and remain effective leaders. Moreover, some types of leadership have been shown to be more effective in certain circumstances than others, with transformative leadership being needed in some situations while authentic leadership is required in others. To determine the facts, this paper provides an overview of transformative and authentic leadership and a discussion concerning the relationship between them. The identification and description of a current successful leader, Lieutenant Colonel Jeffrey G. Smith, U.S. Army, and the rationale in support of his selection is followed by the results of a telephonic interview with this leader. Finally, a summary of the research and a discussion concerning how the results of the personal interview with Colonel Smith will be implemented in the author's personal leadership practices are provided in the conclusion.
Overview of the concepts and practices in the reading and the relationship between them
By definition, transformative leadership "transforms" people and organizations in meaningful ways. In this regard, Northouse (2013) reports that, "Transformational leadership involves an exceptional form of influence that moves followers to accomplish more than is usually expected of them. It is a process that often incorporates charismatic and visionary leadership" (p. 57). Because charisma and vision are regarded as important elements of transformative leadership, it is clear that there is a certain "nature" element involved in this leadership style and it is reasonable to suggest that some people are born with these types of attributes.
By very sharp contrast, some authorities argue that authentic leadership is also an effective approach to leadership that can be learned. For instance, Northouse (2013) also notes that, "Authentic leadership is something that can be nurtured in a leader, rather than as a fixed trait. Authentic leadership develops in people over a lifetime and can be triggered by major life events such as a severe illness or a new career"...
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