Part 1
Transformational leaders do support and encourage individual followers. In a means to establish a good relationship with their followers, transformational leaders to keep open lines of communication to allow followers to share ideas. They acknowledge recognition of other members.
Transformational leaders have clear vision-something they attribute to their followers. Transformational leaders hugely contribute to other individuals to experience the same motivation to enable them to achieve goals (Northouse, 2016).
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In transformational leadership, leaders do have a reward system for their followers. The followers are given different treatment which majorly is dependent on their talents and knowledge. Leaders have the power to make independent decisions and are always supported if they need any.
Authentic leadership involves a high sense of self-discipline. This provides leaders with a great sense of determination and the ability to remain focused in their life of duty. Their consistency enables them to deliver in difficult times. They are also known to be compassionate. Their compassionate nature allows them to stay connected and consistent in their actions.
The differences that exist between the authentic and the transformational leadership comes from their definition. Transformational leaders transform systems, people, and outcomes while Authentic leaders do understand themselves and are clear on preferences and bias. Transformational leaders could also be good bad (Avolio, Walumbwa & Weber, 2009).
Authentic and transformational leadership aim to both improve the outcomes of interacting with their subjects. They both are followed by their questions due to their ability to influence them.From the theoretical development, both types of leadership include a moral dimension. It is expected for both raise the level of human conduct for both the leader and the follower.
Part 2
Overview of transformational and authentic leadership theories
Transformation leadership is the style where the leaders inspire and motivate staff to enable them to be productive. A transformational leader does have intellectual stimulation. Transformation leaders advocate for new ways of doing things (Northouse, 2016).
Authentic leaders are regarded as genuine or "real." Authentic leaders have a great sense of purpose. This means they understand and know where they have headed something that is attributed to their passion. Passionate individuals are generally interested in what they are doing, inspired by their deeds and the intrinsically motivated (Northouse, 2016).
Description of the primary characteristic of transformational leadership styles presented in the theory
The transformational leaders to act as role model for their followers. The fact that their followers trust and respect them makes them enables them to achieve their goals. They have a clear vision, and they mentor their followers.
Description of authentic leadership and leadership styles presented in the theory approach
Authentic leaders are known to have values and do not go against their values. This quality manifests itself through the leader's behaviors. They do not tolerate any shortcuts and do conduct their activities according to their values and in the best interest of their clients. Authentic leaders can build a relationship and establish connectedness with their followers. They share their experiences with their followers and always listen to what they have to say.
Analysis of case study from chapter 8
The case study I choose case 8.2 which if Charisma Enough for President Stelar. According to the case study Stelar who has achieved her dream of becoming president of her alma mater. She has won people with her heart by establishing her relational leadership skills and enthusiasm with her relationship skills. This is a form of translational leadership. From the case study, it is picked that she relates to people on one-to-one. She is focused on propelling the institution forward and focused on buildings and ground that have been neglected over the past 30 years.Stelar is instrumental in establishing the needed and desired academic programs needed in the university. Stelar is now extremely popular with the trustee’s students and other constituents something attributed to her skills and leadership style as a pseudo transformational leader (Avolio, Walumbwa & Weber, 2009).
Analysis of case study from chapter 9
In chapter 9 the case study is 9.2. Sister Angela would be described as an authentic leader. There are various lamentations by the parents that Angela is passionate, approachable and accommodating which are some of the qualities of an authentic leader. Sister Angela has strong opinions about some of the issues that have been resented in the case study.
She is known to have been reprimanded once for taking part in demonstrations that were conducted by the nuns against the church treatments. This means that she is following her values and believes which is one of the characteristics of an authentic leader (Northouse, 2016).
The fact that she believes that she needs to make a difference in the lives of young people becomes a driving force for her to continue with her sisterhood. Self-awareness, balanced processing, and relational transparency are some of Angela's authentic leadership as an authentic leader Sister Angela needs to share her opinions about the church’s treatment on nuns (Avolio, Walumbwa & Weber, 2009).
Case study activity
There are plenty of lessons that I have learned from the adoption of leadership styles. Authentic leadership style has enabled me to achieve most of my goals while at work or to work with a team. It enhances understanding and collaboration while working with the team and increases affection towards a leader.
Conclusion
The authentic and transformational leadership skills are similar in most instances. As a transformational leader one has to open up to his or her followers to build trusting relations for them to achieve the desired outcomes. An authentic leader tends to rely mostly on values. Both leadership skills enable leaders to achieve their desired outcomes.
References
Northouse, Peter G. (2016 ). Leadership: Theory and Practice (7th ed.). Thousand Oaks, CA: SAGE Publications, Inc.
Avolio, B. J., Walumbwa, F.O., & Weber, T.J. (2009). Leadership: current theories, research, and future directions. Annual Review of Psychology, 60, 421-449.
