Transformative and Authentic Leadership: What Is the Difference? Term Paper

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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" (p. 254). This observation is highly congruent with the guidance provided by Avolio (2005) that, "Authentic leadership development takes into account that life and trigger events shape leadership development" (p.

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194). Although both transformative and authentic leadership involve close interactions with followers in ways that can affect leaders and followers, the fundamental difference between transformative leadership and authentic leadership concerns the source of leadership attributes, with the former being innate and the latter being acquired over time (Northouse, 2013). One military leader who has acquired his leadership skills over time is Lieutenant Colonel Jeffrey G. Smith, deputy chief of staff at Fort Sill, Oklahoma who is discussed further below.

Identification and description of a successful leader

Today, Lieutenant Colonel Jeffrey G. Smith is the 44-year-old deputy chief of staff for Fort Sill, Oklahoma. In 1993, Jeffrey G. Smith graduated from Southern Nazarene University in Tulsa, Oklahoma with a master's degree in organizational leadership. The selection of Lieutenant Colonel Smith was based on his demonstrated track record of successful leadership in the U.S. Army as described further below.

Rationale in support of leader election

Following his graduation from Southern Nazarene University, Smith was commissioned a second lieutenant in the U.S. Army inn the Adjutant General Corps and was assigned to a training station at Fort Dix, New Jersey where he spent 3 years and was promoted to first lieutenant. In 1997, Lieutenant Smith was transferred to the 2nd Infantry Division in South Korea where he spent 13 months as executive officer for an artillery brigade and received a promotion to captain. His next assignment from 1999 to 2002 was as a battalion adjutant general at the 101st Airborne Division (Air Assault) at Fort Campbell, Kentucky where Smith was promoted to a field officer-level as a major. In late 2002, Major Smith took part in Operation Enduring Freedom in the wars in Iraq and Afghanistan, serving first as a brigade adjutant general and then as a division adjutant general when he was promoted to lieutenant colonel upon his return to the United….....

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https://www.aceyourpaper.com/essays/transformative-authentic-leadership-difference-2153911
   

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