The impeccable authentic leadership

INTRODUCTION People need, now more than ever, to believe and trust in their leaders. Believe, in the sense that gave Gilbert (1991), involves the knowledge and mental representation of a significant information considered as being true. From the outset, we accept as true the position expressed by the leader, that, according to Espinosa, far us understand your messages. In case of rejection, such a contradiction would lead, so simply, non-acceptance of the leader (p. 107). And about trust, what will be? For Robbins, is "A positive expectation that the other person will not act in an opportunistic way" (2005, p. 276). An expectation can express through words, actions or decisions. The authenticity of the leader, in exercising its positive qualities of character, will be the lighthouse that will help people navigating the revolt waters of the growing complexity and of trust deficit. That is why, from the bankruptcy of several American firms (Enron, WorldCom, Lehman Brothers) and noticed lack of honesty on the part of the leaders, has emerged a new focus of interest in the study of leadership that led to both researchers as professionals in management and now renamed the "authentic leadership" (AL). From the perspective of professionals, Bill George (2003) gave the motto and, in his book "True North, Discovering your authentic Leadership", used a metaphor very effective in presenting the importance of authenticity as he sees it: top executives should use their internal compass to find, and follow, the true North in the business world. On the approach of researchers, Luthans and Avolio (2003) helped to improve the construct and defined it as "a process that draws from both positive psychological capacities and a highly developed organizational context, which results in both greater self-awareness and self-regulated positive behaviors on the part of leaders and associates, fostering positive self-development" (p. 243). This alternative of leadership is immersed in a specific field of psychology, known as positive psychology, focusing on the study and appreciation of forces, of virtues and most positive aspects of life, with a view to the development of people, already healthy and happy, self-realization and meaning of life (Seligman & Csikzentmihalyi, 2000). The Positive Psychology emphasizes the study of grace, of excellence or authenticity, which considers components as determinants for life as a disease, disorder or anxiety (Peterson & Seligman, 2003). It emphasizes the study of work engagement too. Speaking about leadership we must not forget followers. They follow those who lead, not for them but for a greater good. As Kets de Vries (2001, p. 107) argues, “meaningful activity at work becomes a way to transcend personal concerns; it becomes a way to create a sense of continuity. Leaving behind a legacy through work becomes an affirmation of the person’s sense of self and identity; it can become an important form of narcissistic gratification.” Meaningful work fosters the employees’ self-esteem, hope, health, happiness and sense of personal growth (Csikszentmihalyi, 2003; Kets de Vries, 2001). When the work place are secondary public school teacher activities, followers work for the society greater good , but need to be highly engaged in doing their job, because working with young people and their specified traits is not easy and entails more than merely a salary in return for their work. It is far more than simply a well-paid job and a structured career, working in a mass school requires a special kind of dedication and a humanitarian orientation caring for young people shifting future. When teachers feel that the organization cares for and is helpful to the whole community, they feel that they are performing meaningful work. Chalofsky (2003) have consistently demonstrated that people rate purpose, fulfillment, autonomy, satisfaction, close working relationships and learning as more important than money. Frankl (1984) said that: “Man's search for meaning is the primary motivation in his life.” The challenge of engaging employees is increasing as high costs occur in case of disengaged employees (Avery, McKay, & Wilson, 2007). Employee engagement has a direct effect on performance (Harrison, Newman, & Roth, 2006). Authentic leadership is positively related to engagement as authentic leaders strengthen followers’ feelings of self-efficacy, feelings of competence and confidence, and followers’ identification with the leader and the organization, which results in higher levels of engagement (Avolio & Gardner, 2005; Gardner, et al., 2005). Concerning to that, Cartwright and Holmes (2006, p. 206) argue: “As individuals become increasingly disenchanted and disillusioned with work and fatigued by the constant demand to change and to be flexible in response to organizational needs, employers now need to actively restore the balance, recognize the meaning and emotional aspects of work and move towards creating a more energized, fulfilled and engaged workforce”.