The impeccable authentic leadership 2

The background The foundation of our writings is in the transformational leadership current (Bass 1985, 1990), through which the leader manages followers to results extraordinary effects. The transformational leadership requires the leader to transmit a positive and powerful vision, in addition to support individual needs of his followers (Walumbwa et al., 2008). However, in the development of studies on transformational leadership emerged a paradox: the transformational leader being dishonest. I.e. the transformational leader had not, necessarily, act in moral and ethics way (Furmanczyk, 2010). As already mentioned, the people felt betrayed and many organizations collapsed for lack of integrity of their leaders (Smith, Bhindi, Hansen, Riley & Rall, 2008). Thus, in an increasingly complex and demanding context in terms of patterns of leadership, emerged a new paradigm focused on people and sustained on trust, fairness, ethics in guidance for values and compassion: authentic leadership. Organizational and relational nature Words that are more associated to AL, while construct which, as we have seen previously, is related to positive psychology, are: genuine, reliable, likely and hope engine. All this contributes to the sense of authenticity being essential in these troubled times, when the environment changes, in which rules, effective previously, collapse and leaders cannot avoid being transparent (Cameron et al., 2003). AL has been built from the contributions of both leaders and followers. In fact, as Kets de Vries (2009) said, the leadership is a team sport. For example, Goffee and Jones (2000 and 2006), based on experience gained over ten years of consulting in companies of the United States and Europe, have introduced the idea that the leaders could do nothing without followers. That is, a relationship in which the followers want:

And if it is difficult to find followers, more complicated is to answer the question: what to do so that the followers choose to follow someone? Following closely Goffee and Jones (2000 and 2006), the leaders that inspire the followers to follow them, share "four unexpected qualities, we describe: i) Selectively, show their weaknesses. Expose a weakness shows that we need the others, which is perfectly normal. Because if leaders do not show weaknesses, followers eventually discover, quickly, some. But watch out for the expose the weaknesses, i.e. you need to be selective in their choice of art showing weakness, because it cannot be critical to the activity that develops (for example, the fact that a school Director not knowing how to deal with disciplinary problems of students). ii) Bet strongly on their intuition when define the moments and ways of acting. Leaders should trust their instincts. Goffee and Jones call these leaders "good detectors of situations". This can cause problems because, on the one hand, the anticipation of situations can lead to conflicts and loss of confidence of followers, and by another, because a sensation can interfere with the natural course of things, namely truth. Thus, leaders must, in their own interest, validate their feelings with the help of trusted members of his team. iii) Manage the relationship with the followers with though empathy. There are no relationship recipes with followers. Soon, the empathic relationship leader/followers must be strictly that the followers need to develop their work. In other words, the leader cannot bring its followers to "lap". There are times when they have to take risks and there, yes the empathy must be strong. iv) Clearly reveal their differences. One of the ways the leaders remain in this condition is to use, clearly, what are unique. A difference only confers advantage if it is known and accepted by others. And this difference need not be grandiose, overwhelming, just that is subtly effective. It is not enough to be competent in what one does, it is necessary to continue to want to do it every time better, every day that passes. Without deviate from the followers are these differences that leaders must communicate them. Everything Goffee and Jones being proposed must be framed in a challenge that, no recipes included, obliges each of the leaders to be more capable, keeping equal to themselves. "The four qualities of leadership are a first step. All together appeal to leaders to be authentic "(2000, p. 8). Recent studies carried out in different parts of the world, from China (Walumbwa et al., 2008) to New Zealand (Caza, Bagozzi, Wooley, Levy & Caza, 2010), passing, as is inevitable, by United States (Walumbwa, Luthans, Avey & Oke, 2011), and utilizing the ALQ (Authentic Leadership Questionaire, Walumbwa et al., 2008), show that there is a positive relationship between AL and multivariate psychosocial and organizational, as for example, psychological capital, followers satisfaction at work and with the leader, organizational citizenship behavior, confidence, organizational commitment, involvement and the efficiency at work.