Review several of your peers’ posts, responding to at least three of them by the end of Day 7 (Monday). Respond substantively to at least two classmates throughout the week, suggesting aspects that they may have overlooked.
Individuals who embody moral integrity, ethical ideals, and a real commitment to good change are examples of authentic transformational leaders. They instill trust and appreciation in their followers by acting according to their professed principles (Bass & Steidlmeier, 1999). On the other hand, Pseudo-transformational leaders depict themselves as transformational but frequently lack sincerity, turning to manipulation or deception for personal gain or hidden objectives, undermining trust and ethical values in the process.
Mahatma Gandhi is an example of a genuine transformational leader. Gandhi’s persistent devotion to truth, nonviolence, and social justice marked his leadership. His actions were consistent with these values, as he spearheaded peaceful movements against discrimination, injustice, and British colonial rule in India. His modest lifestyle and self-sacrifice for the cause demonstrated his honesty, encouraging millions to join the fight for independence.
Richard Nixon, on the other hand, is an example of a phony transformational leader. During his political career, Nixon portrayed himself as a transformative leader, yet his role in the Watergate scandal necessitated more authenticity and ethical leadership. Watergate involves immoral and unlawful activities, such as a cover-up of a break-in at the Democratic National Committee headquarters. Nixon’s dishonest actions to protect his political gains demonstrated a willingness to twist the facts and fool the American people, ultimately undermining public trust and betraying his trust.
In conclusion, true transformational leaders like Mahatma Gandhi inspire trust and adoration by continually matching their actions with their professed principles. Pseudo-transformational leaders, on the other hand, such as Richard Nixon, profess to be transformative but frequently lack authenticity, turning to deception and manipulation, undermining trust and ethical values. These instances demonstrate the crucial role of authenticity, moral character, and ethical principles in ineffective leadership.
John accurately outlines actual and phony transformational leaders and explains their distinctions. The selection of Mahatma Gandhi as an authentic transformative leader and Richard Nixon as a phony transformational leader is appropriate and backed by facts. The account of Gandhi’s unwavering devotion to truth, nonviolence, and social justice, as well as Nixon’s involvement in the Watergate crisis, is thorough. The evaluation, however, may benefit from a more in-depth examination of the influence of these leaders’ activities on their followers and respective societies (Conger, 1999). It would also be beneficial to see some concrete examples or quotes from the provided sources to enhance the arguments further.
Leadership Enthusiast offers a succinct and straightforward definition of actual and phony transformative leaders and well-chosen examples such as Mahatma Gandhi and Richard Nixon. The rationale for why these leaders is suited to their assigned styles is well-structured and substantiated. One improvement suggestion would be to expand on the understanding of Richard Nixon’s ostensibly transformational leadership. While it is said that Nixon engaged in unethical behavior during the Watergate affair, presenting particular examples or statements from sources would strengthen the thesis. Furthermore, examining the broader implications of Nixon’s conduct for American politics and trust in leadership could improve the study.
Have a great week,
James
References.
Bass, B. M., & Steidlmeier, P. (1999). Ethics, character, and authentic transformational leadership behavior. The Leadership Quarterly, 10(2), 181-217.
Conger, J. A. (1990). The dark side of leadership. Organizational dynamics, 19(2), 44–55.
Louie’s Response-
Define the terms authentic and pseudo-transformational leaders.
According to Bass and Avolio, “authentic transformational leaders are motivated by altruism and marked by integrity”. These leaders are known to not impose ethical norms but allow their followers free choice, hoping that they commit themselves to moral principles. These leaders also have an openness to new thinking and innovation within the organization which helps compete against other organizations. They also inspire and motivate members within the organization which allows members to feel more welcome and appreciated. According to Dennis Knight (2020), authentic leaders naturally lead in a way that is aligned with their personal core values and beliefs. These leaders also consider their team members’ needs above their own. They focus on the organization’s goals and focus on the end state and are fully dedicated to the organization. These leaders are trusted and considered role models within an organization that is built off trust and respect.
According to Bass and Avolio, the leaders are “more self-centered and are more focused on personal gain rather than the organization’s success”. They fail to empower their followers and promote competitiveness at the expense of collaboration. These leaders are focused on short-term gains which result in the organization’s long-term costs. The difference between these two leadership styles is that the transformational are motivated by the good of many and pseudo-transformational desire personal gain. These leaders downsize employees and expect to increase their personal pay.
Pick two leaders, one authentic and one pseudo-transformational. Explain why the chosen leader fits the assigned leadership style. Describe the leader’s activities that made them either an authentic or pseudo- transformational leader.
For the authentic leader I chose princess Diana, she displayed the leadership qualities that inspired and motivated her followers such as empathy and awareness. She was fully committed to justice and was fully aware of those needs towards her community. She was a role model and had traits that exemplified those moral values. She was committed to charity work and focused on those social issues within her government. All these characteristics allowed her to be identified as an authentic leader.
For the Pseudo-transformational leader, I chose Osama Bin Laden, and according to Frederick E. Allen, “he turned to an extreme ideology that expressed the kind of absolute certainty that can feel comforting in the short-term but that destroys all understanding short term”. He failed to listen to anyone and only followed his ideas, with which he lived cut off from the rest of the world. He was obsessed with isolating himself and lived to destroy rather than build. This leader did live with demons and what we would call evil leadership. He was not a true leader and more of an anti-leader who focused on gaining respect by enforcing his own ideas on how the world should be run.
References
Johnson, C. E. (2018). Meeting the ethical challenges of leadership: Casting light or shadow (6th ed.). https://www.redshelf.comLinks to an external site.Links to an external site.
Knight, D. (2022). The Five Qualities Of Authentic Leadership (forbes.com)Links to an external site.
Kraft, D. (2020). Pseudo-Transformational Leadership in the Workplace (chron.com)Links to an external site.
Webster, C. (2011). A Princess’s Legacy of Leadership: Diana And Kate (forbes.com)Links to an external site.
Allen, E. F. (2011). Osama Bin Laden: The Anti-Leader (forbes.com)Links to an external site.
Define the terms authentic and pseudo-transformational leader.
An authentic leader is someone who is not afraid to be their true self. “Authentic transformational leaders are motivated by altruism and marked by integrity” (Johnson, 2018, p. 246). They use their original thoughts, ideas, and plans to implement positive change while staying true to their core values. No matter what resistance they may face, they stay true to themselves and carry on with integrity.
A pseudo-transformational leader is an egocentric person who uses others to manipulate them for their gain and selfish ways (Johnson, 2018). These people can be dangerous with the strategies they use to deceive and hurt those around them.
Pick two leaders, one authentic and one pseudo-transformational. Explain why the chosen leaders fit the assigned leadership style.
I chose Martin King Luther Jr. to represent an authentic leader, and then I chose Adolf Hitler to represent a pseudo-transformational leader. According to Sayyadi and Provitera (2023), “Martin Luther King’s innovative, groundbreaking leadership style disrupted civil inequality between the white majority and people of color. Nobody before King could even fathom the oxymoron of peaceful protest” (para. 2). King’s authentic leadership enabled him to create these original new dreams and ideas by implementing a positive, yet powerful lasting change that needed to happen. With a focus on the long-term results, he managed to communicate a vision of clarity for his followers that steered away from violence or hatred. He brought peace and rightful justice to the world because he genuinely cared about people.
On the contrary, Adolf Hitler did quite the opposite. He is a pseudo-transformational leader because he brought death and destruction to his people the moment he created his place in a dictatorship. Sure he always advocated to transform Germany’s vulnerability and rewrite their destiny; however, he became egocentric and carried out all of his selfish needs above others.
Describe the leaders’ activities that made them either an authentic or pseudo-transformational leader.
Martin Luther King gave several speeches to constantly reiterate the significance of his message. “King is the father of diversity, equity, and inclusion, as nations and countries became more focused on long-term goals and prioritize authenticity in their macro development strategies” (Sayyadi & Provitera, 2023, para. 10). His authentic strategy behind all of this was to do everything utilizing a nonviolent campaign. King advocated for peace and communicated his vision and mission through peaceful tactics despite all the chaos around him.
Likewise, Adolf Hitler also gave several speeches to gain the power of influence and captivate his audiences to achieve his warped morals and values. The moment he climbed further up the ladder of success he made more and more changes that made it nearly impossible to undo the death and destruction he was in charge of. His perception of transforming Germany was to inflict pain and suffering on people, and that is exactly what he did.
Alura
References
Johnson, C. E. (2018). Meeting the ethical challenges of leadership: Casting light or shadow (6th ed.). https://www.redshelf.comLinks to an external site.
Sayyadi, M., & Provitera, M. (2023). What Martin Luther King teaches employers about leadership. PM People Management. https://www.peoplemanagement.co.uk/article/1813930/martin-luther-king-teaches-employers-leadership#:~:text=King’s%20authentic%20leadership%20was%20evident,man%20(and%20woman).%E2%80%9DLinks to an external site.