Authentic Leadership and Positive Workplace Factors: Scientific Studies and Practical Implications

00:20:17
https://www.youtube.com/watch?v=4rJfxOKgfn0

Zusammenfassung

TLDRDr. Buj explains how to create an autonomous workplace environment by integrating Self-Determination Theory (SDT) and Authentic Leadership Theory. SDT emphasizes the need for competence, autonomy, and relatedness to foster intrinsic motivation. Authentic Leadership involves traits such as self-awareness, internalized moral perspective, relational transparency, and balanced decision-making, which create conditions for better motivation within organizations. Research shows that authentic leaders improve team performance, employee satisfaction, and workplace trust while reducing stress and counterproductive behaviors. Practical advice is given on how leaders can adopt these behaviors through self-assessment, moral reflection, and transparent communication to foster a motivated, autonomous, and engaged workforce.

Mitbringsel

  • 🎯 Focus on competence, autonomy, and relatedness to boost intrinsic motivation.
  • 💡 Authentic leaders improve job satisfaction and trust in the workplace.
  • 📈 Authentic leadership correlates with better employee performance and reduced stress.
  • 🛠️ Authentic leadership traits include self-awareness and relational transparency.
  • 📘 Use self-assessment tools to improve leadership self-awareness.
  • 🤝 Build strong, transparent relationships with team members.
  • 🎨 Promote creativity and engagement in the workplace with balanced decision-making.
  • 🔍 Reflect on personal moral values to enhance leadership effectiveness.
  • 🏋️ Leverage intrinsic motivation to increase enthusiasm for tasks.
  • ✨ Organizational citizenship behavior thrives under authentic leadership.

Zeitleiste

  • 00:00:00 - 00:05:00

    Dr. Buj introduces the session focusing on creating an autonomous work environment through self-determination theory and authentic leadership theory. He highlights the importance of autonomy and correlations with workplace motivation, particularly for millennial engineers. High-quality motivation depends on three elements: competence (feeling skilled in work), autonomy (freedom in task handling), and relatedness (connectedness with peers and supervisors). The motivation spectrum, from amotivation to intrinsic motivation, is explained, emphasizing intrinsic motivation as the highest form, driven purely by enjoyment.

  • 00:05:00 - 00:10:00

    Intrinsically motivated activities, like visiting the gym or editing videos, stem from personal enjoyment. Dr. Buj moves to the authentic leadership theory, built on four pillars: self-awareness (leaders understanding themselves), internalized moral perspectives (leaders acting based on deeply-held values), relational transparency (building genuine bonds with followers), and balanced processing of information (considering diverse perspectives before making decisions). Authentic leadership is linked to positive workplace outcomes—such as improved leader effectiveness, team performance, workplace trust, and reduced stress—through studies by Zang (2022) and others. Additionally, psychological ownership and intrinsic motivation are linked to better job satisfaction and creativity.

  • 00:10:00 - 00:15:00

    Dr. Buj shares findings from his study on authentic leadership’s impact on millennial engineers’ work motivation. Results demonstrated authentic leadership positively correlated with all types of motivation except amotivation. This emphasizes that authentic leadership fosters motivation across all levels, from external to intrinsic. He transitions to actionable strategies for developing authentic leadership qualities, like enhancing self-awareness through self-assessment tools, reflecting on past experiences for moral compass development, fostering quality relationships with followers for relational transparency, and practicing objective decision-making techniques to ensure balanced information processing.

  • 00:15:00 - 00:20:17

    To delve deeper into authentic leadership and self-determination theory, Dr. Buj suggests studying meta-analyses by Zang (2022) and Hamed (2023) and mentions his own publications on integrating these frameworks in military contexts, addressing challenges like retention issues. Citing examples like adapting army leadership models to include these theories, he emphasizes their relevance in workplaces. The session concludes with a call to action for leaders to apply these principles to create an autonomous and motivated work environment for their organizations.

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Mind Map

Video-Fragen und Antworten

  • What are the three elements essential for high-quality motivation in Self-Determination Theory?

    The three elements are competence, autonomy, and relatedness.

  • How does authentic leadership correlate with workplace motivation?

    Authentic leadership positively influences workplace motivation by fostering trust, intrinsic motivation, and job satisfaction while reducing stress and emotional exhaustion.

  • What are the traits of an authentic leader?

    Authentic leaders exhibit self-awareness, internalized moral perspective, relational transparency, and balanced decision-making.

  • What is intrinsic motivation?

    Intrinsic motivation is performing a task because one genuinely enjoys it, without external rewards.

  • How can leaders develop their authentic leadership qualities?

    Leaders can enhance self-awareness, reflect on their moral compass, build transparent relationships, and practice balanced decision-making.

  • What is the relationship between authentic leadership and team performance?

    Authentic leadership is linked to higher team performance, trust, and engagement within an organization.

  • What is a motivational hierarchy according to SDT?

    It ranges from amotivation (lack of motivation) to external regulation, interjection, identification, integration, and intrinsic motivation.

  • How does authentic leadership reduce workplace stress?

    Authentic leadership fosters trust, transparent communication, and a supportive environment, reducing emotional exhaustion and workplace stress.

  • What is organizational citizenship behavior?

    It refers to going beyond one's primary responsibilities, such as helping coworkers or volunteering for additional tasks.

  • Are authentic leadership traits teachable?

    Yes, authentic leadership behaviors can be developed through self-assessment, moral reflection, and skill-building in relational and decision-making contexts.

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Untertitel
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Automatisches Blättern:
  • 00:00:00
    hello this is Dr buj today I would like
  • 00:00:02
    to do sessions on how to create an
  • 00:00:07
    autonomous work environment using two
  • 00:00:10
    theories first one is the
  • 00:00:11
    self-determination Theory and the second
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    theory is the authentic leadership
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    Theory so using two those two
  • 00:00:21
    approaches how can you create an
  • 00:00:23
    autonomous
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    workplace and why is it why is it
  • 00:00:28
    important how does an authentic leader
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    being an authentic leader correlate with
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    workplace
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    motivation particularly within the M
  • 00:00:39
    Millennials it
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    Engineers so that's that's what I'm
  • 00:00:43
    going to talk about today uh to kind of
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    give you what is the best way to create
  • 00:00:49
    that environment where autonomy can can
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    produce good outcome for your
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    organization there are three essential
  • 00:00:59
    things that must happen so that must be
  • 00:01:02
    available in the workplace for somebody
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    to have a high quality motivation which
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    self-determination
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    Theory describes the highest quality
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    motivation has intrinsic motivation
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    where a person is doing a task because
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    they enjoy
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    it and for that high quality motivation
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    to
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    occur three elements must be of
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    available in the
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    workplace the first one is
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    competence or Mastery uh in different
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    terms that mean a person has to
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    feel competent in in the task that they
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    doing if they have enough training they
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    have enough enough experience to where
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    they feel that they have a Mastery level
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    of that
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    task that's the first element competence
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    the second element is having that
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    autonomy having a choice like no you're
  • 00:02:04
    not being controlled you're not being
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    micromanaged when you have that
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    autonomy there is a high chance you will
  • 00:02:14
    you will experience intrinsic motivation
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    or other high quality
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    motivation and then the third element
  • 00:02:21
    that must occur that must be available
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    in the
  • 00:02:24
    workplace to have a high quality
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    motivation is relatedness so having
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    relationship to your peers having
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    relationship to your
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    supervisors having that relationship
  • 00:02:37
    having that quality
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    relationship will increase your
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    motivation quality so those three
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    competence autonomy and relatedness are
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    essential for creating a workplace
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    environment that is autonomous workplace
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    environment s determination Theory
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    classified classified those motivation
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    into different
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    qualities and at the very lowest or even
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    you can say it doesn't exist is a a
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    motivation when someone H is
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    amotivated they either don't
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    have competence in doing that task or
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    they don't value that task like even
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    they if they can do it and they don't
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    see the value of doing it then they will
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    not be motivated to do it so that's a
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    motivated person so whatever you do they
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    not motivated should do
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    it and then as you go into a Higher One
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    than than a motivated you go to external
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    regulation so that external regulation
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    is yes I
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    have because I'm doing I'm being
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    pressure or I'm doing it
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    because
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    I I don't want to feel bad or something
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    like that then you are being pressured
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    to do that but at least there is some
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    some entities that pushing you to do
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    that and you believe in that so that
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    external regulation then you go to
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    interjection inter interjection
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    basically just saying if I don't do
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    this task I will feel bad about it so
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    it's a guilt you you feel guilty if you
  • 00:04:19
    don't do
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    it and then now you start making your
  • 00:04:23
    way into high quality motivation ident
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    identification and integration so those
  • 00:04:29
    two
  • 00:04:31
    are high quality because now you are
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    believing in the task you are Believing
  • 00:04:36
    on why you doing it you have a buy in on
  • 00:04:39
    on on that on that task that you're
  • 00:04:41
    doing you may not enjoy
  • 00:04:44
    it but you actually believe why you're
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    doing
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    it and then at the furthest right which
  • 00:04:50
    is the highest quality of motivation is
  • 00:04:52
    the intrinsic motivation where you doing
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    it because you enjoy
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    it for example for me
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    I like going to the gym I like walking
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    out like even if I don't have to do it
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    I'll go and do that right so one can say
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    it's an intrinsic motivation CU when I
  • 00:05:13
    do it I I get enjoyment out of
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    it um another thing
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    is like editing videos I don't have to
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    edit videos but that's something I enjoy
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    on my free time so that is intrinsically
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    motivated to me so it it's it's
  • 00:05:31
    different from
  • 00:05:32
    everybody but intrinsic motivation is
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    the highest quality of motivation where
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    you're doing something not because of
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    external gains you're doing it because
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    you enjoy it or another theory we want
  • 00:05:45
    to talk about is the the authentic
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    leadership
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    Theory so we're looking at it when we
  • 00:05:54
    look at motivation you're looking at it
  • 00:05:56
    from an individual level right right but
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    when you talking about
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    organization a major or essential part
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    of organization is
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    leadership so if your leadership is
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    creating a condition for you
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    to experience high quality motivation
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    then you more likely going to going to
  • 00:06:18
    be motivated to go to work an authentic
  • 00:06:21
    leadership is found
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    to correlate with high quality
  • 00:06:28
    motivation so what is an authentic
  • 00:06:30
    leadership so authentic
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    leadership
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    is a Leadership Model that
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    prioritize self-awareness the leader the
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    leader has to be
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    self-aware it also prioritize
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    internalize moral perspective so you
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    have to believe on that cost the
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    organizational CA right you have a deep
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    moral compass that allow you to make
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    decisions so that's what it means by
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    internalized moral perspective and then
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    you have relational transparency you
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    have a quality relationship with your
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    followers uh and then balance processing
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    of
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    information which is a
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    leader instead of making like decisions
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    in a very manner that doesn't put into
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    accounts multiple perspective a leader
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    step
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    back and analyze the situation
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    objectively analyze it
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    but looking at it from different angles
  • 00:07:32
    before they make decisions right so the
  • 00:07:35
    balance processing information is that a
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    leaders doesn't make decision ra rather
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    in um in a
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    quick responsive way they step back
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    analyze the situation the good and the
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    bad what what are the consequences what
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    what lead into it before they make a a
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    decision which lead them to have a high
  • 00:07:57
    quality decision-making process
  • 00:08:01
    so that's what authentic leadership or
  • 00:08:04
    authentic leaders does right they are
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    self-aware they have internal life moral
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    perspective they have relational
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    transparency with their followers and
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    they make decisions objective decision
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    after considering multiple
  • 00:08:20
    perspective
  • 00:08:22
    so with
  • 00:08:24
    that what happened when you have an
  • 00:08:26
    authentic
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    leadership or when you have an authentic
  • 00:08:30
    leader what does what does the study
  • 00:08:32
    says about it what what happened to the
  • 00:08:35
    workplace so with this study by Zang and
  • 00:08:39
    and colleagues in 2022 the study look at
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    214 primary studies which
  • 00:08:46
    involved one 1,
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    196,000
  • 00:08:52
    participants and this is a meta analysis
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    so they went and look for all the
  • 00:08:57
    articles that study about authentic
  • 00:08:59
    leadership ship and what did they
  • 00:09:02
    found I'm not going to go through all of
  • 00:09:04
    them but I'm going to go through the key
  • 00:09:05
    things the first one is leaders
  • 00:09:10
    Effectiveness so it is found that
  • 00:09:12
    leaders
  • 00:09:14
    Effectiveness correlate with authentic
  • 00:09:18
    leadership and then another one is team
  • 00:09:20
    performance you could say the team
  • 00:09:24
    performance highly correlate with an
  • 00:09:27
    authentic leader then you look at the
  • 00:09:29
    employees or worker job satisfaction you
  • 00:09:32
    could see down there is0 54 which is
  • 00:09:35
    pretty pretty high uh and then you go to
  • 00:09:38
    leader satisfaction so as a leader when
  • 00:09:40
    you are authentic leader what happened
  • 00:09:41
    to you well you you experience a high
  • 00:09:45
    satisfaction yourself so both the leader
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    and the
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    followers get high satisfaction when
  • 00:09:53
    when uh when a leader is authentic and
  • 00:09:56
    then workplace trust so people are more
  • 00:09:58
    Trust worthy they they trust each other
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    they trust their leader when when uh
  • 00:10:04
    when they are being led by authentic
  • 00:10:06
    leader and then let's look at the
  • 00:10:07
    negative part of the organization so
  • 00:10:09
    when you look at stress the stress level
  • 00:10:12
    go down so negative
  • 00:10:14
    point21 right uh counterproductive work
  • 00:10:18
    Behavior like gossiping those kind of
  • 00:10:20
    things they go down um emotional
  • 00:10:23
    exhaustion like you go to work and you
  • 00:10:25
    feel exhausted when you are being led by
  • 00:10:28
    authentic leader that it goes down it's
  • 00:10:31
    it's negative correlate with with uh
  • 00:10:35
    with authentic
  • 00:10:37
    leadership organizational citizenship
  • 00:10:39
    Behavior what what does that mean that
  • 00:10:42
    mean you go above and
  • 00:10:44
    beyond your your immediate
  • 00:10:48
    task for example if you
  • 00:10:50
    are uh a mechanic a tire
  • 00:10:54
    mechanic that would be your primary goal
  • 00:10:57
    like to to go put in the tires
  • 00:10:59
    but if you have an organizational
  • 00:11:02
    citizenship
  • 00:11:03
    Behavior now you go beyond that task you
  • 00:11:06
    you still responsible for your task you
  • 00:11:08
    complete it but you will still you will
  • 00:11:11
    now go and help customers you will go
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    and help other mechanics if they if they
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    are falling behind on their task you
  • 00:11:19
    take you volunteer for any other task
  • 00:11:21
    that needs to get done so those
  • 00:11:24
    behaviors when I when people are being
  • 00:11:27
    led by authentic leader
  • 00:11:29
    the uh organizational citizenship
  • 00:11:33
    Behavior
  • 00:11:34
    increases so that's that's the study by
  • 00:11:37
    Zang and and colleague in
  • 00:11:41
    2022 another meta
  • 00:11:45
    analysis by Hamed in
  • 00:11:48
    2023 also went and look for what is uh
  • 00:11:52
    looked for in the literature well how
  • 00:11:54
    does being authentic leader correlate
  • 00:11:57
    with various organizational
  • 00:12:00
    factors and he found
  • 00:12:02
    that psychological
  • 00:12:05
    ownership so you have ownership of your
  • 00:12:08
    organizational culture task right and
  • 00:12:13
    you are in you have ining motivation
  • 00:12:16
    what I mentioned earlier having that
  • 00:12:18
    motivation to go to work having
  • 00:12:20
    motivation to execute your task when you
  • 00:12:24
    are led by authentic leader it is found
  • 00:12:27
    that your intrinsic motivation incre
  • 00:12:30
    increases and then meaningfulness in
  • 00:12:32
    your work so you you you find a lot of
  • 00:12:35
    meaning in your work when you are led by
  • 00:12:36
    athentic leader trust you are become you
  • 00:12:40
    you trust your organization more you
  • 00:12:41
    become more creative you engage more in
  • 00:12:45
    your workplace when you are led by
  • 00:12:47
    authentic
  • 00:12:50
    leader another one is by Ayah and Wong
  • 00:12:55
    and in 20 in
  • 00:12:56
    2018 again you could see the the the the
  • 00:13:00
    the how does the authentic leadership
  • 00:13:02
    correlates with other organization so
  • 00:13:04
    again job
  • 00:13:06
    satisfaction it decrease emotional
  • 00:13:10
    exhaustion job performance increase
  • 00:13:13
    knowledge sharing so in overall when you
  • 00:13:18
    are being led by authentic
  • 00:13:20
    leader then you are likely to
  • 00:13:24
    experience positive behavior or
  • 00:13:27
    positive you are able to experience a uh
  • 00:13:30
    you able to have a positive experience
  • 00:13:32
    in the
  • 00:13:34
    workplace
  • 00:13:36
    so now with my own study what did I find
  • 00:13:41
    that uh that authentic leadership does
  • 00:13:45
    to to to the followers or to the workers
  • 00:13:49
    so my study was looking at how does
  • 00:13:52
    authentic leadership
  • 00:13:54
    correlates with Molina it Engineers work
  • 00:13:57
    motivation so it's looking at TH the
  • 00:14:00
    those those motivation we discussed
  • 00:14:02
    earlier those different qu those
  • 00:14:04
    different qualities of motivation how
  • 00:14:06
    does it correlate with those so I found
  • 00:14:09
    that it cor it positively correlate with
  • 00:14:12
    intrinsic motivation looking at the top
  • 00:14:15
    positive correlated with integrated
  • 00:14:18
    regulations and correlated with
  • 00:14:20
    identified regulations interjected
  • 00:14:22
    regulations and external regulations so
  • 00:14:26
    overall my study found that when you
  • 00:14:29
    have an authentic
  • 00:14:31
    leader you experience all the motivation
  • 00:14:35
    level from the highest to the
  • 00:14:38
    lowest and also when I look at that he
  • 00:14:41
    has no correlation with a motivation so
  • 00:14:44
    that's what you don't want nobody that
  • 00:14:46
    person doesn't care what you tell
  • 00:14:48
    them my study found that authentic
  • 00:14:52
    leadership doesn't have any any
  • 00:14:56
    correlation with a motivation
  • 00:15:01
    so now that we
  • 00:15:03
    know that authentic leader correlate
  • 00:15:08
    with with these different type of
  • 00:15:12
    positive organizational
  • 00:15:15
    factors how can a person that wants to
  • 00:15:17
    be an authentic leader develop their own
  • 00:15:20
    authentic
  • 00:15:22
    leadership traits or
  • 00:15:25
    qualities because authentic leadership
  • 00:15:28
    says that any
  • 00:15:31
    leadership Behavior can be can be taught
  • 00:15:34
    and can be learned if if the person
  • 00:15:36
    wants to do
  • 00:15:37
    that so how can you do that if you want
  • 00:15:41
    if you're a leader that says
  • 00:15:44
    hey I understand there is uh positive
  • 00:15:47
    factors that come with authentic
  • 00:15:49
    leadersh leadership and I want to
  • 00:15:51
    develop my own uh leadership uh style or
  • 00:15:54
    my my authentic leadership uh uh factors
  • 00:15:59
    what can I do so well you got to go and
  • 00:16:01
    do the the factors I mentioned earlier
  • 00:16:04
    self-awareness so how can you be
  • 00:16:06
    self-aware as a leader you can go there
  • 00:16:09
    are a lot
  • 00:16:10
    of tools that you can go and assess
  • 00:16:14
    yourself uh for me I went and did the
  • 00:16:17
    character strength where I went to look
  • 00:16:19
    at okay what is what is my leadership
  • 00:16:22
    weaknesses what what are my
  • 00:16:24
    strengths and now it give me awareness
  • 00:16:27
    that when I'm talking to one of of my
  • 00:16:29
    workers or one of my followers I'm aware
  • 00:16:34
    that my weaknesses I'm aware where my
  • 00:16:37
    weakness is and where where where my
  • 00:16:39
    strength are so there are different way
  • 00:16:43
    you can go and assess yourself and know
  • 00:16:46
    who you are so that that that would
  • 00:16:47
    increase your
  • 00:16:49
    self-awareness and then for internalized
  • 00:16:52
    moral
  • 00:16:54
    perspective how do how how do you
  • 00:16:56
    develop that as a leader it goes it go
  • 00:16:59
    to your being
  • 00:17:02
    reflective reflect on your
  • 00:17:04
    past because the authentic leadership
  • 00:17:07
    says that our moral compass is developed
  • 00:17:10
    by our
  • 00:17:11
    upbringing there are some things that
  • 00:17:14
    when you are grow growing up they impact
  • 00:17:17
    you at the deeper level so going back to
  • 00:17:20
    those things and understanding them that
  • 00:17:23
    will give you your moral compass when
  • 00:17:25
    you making
  • 00:17:27
    decision and then relational
  • 00:17:29
    transparency this is where you are
  • 00:17:32
    basically having quality relationship
  • 00:17:34
    with your followers you are constantly
  • 00:17:37
    uh working with them understanding them
  • 00:17:40
    understanding their
  • 00:17:42
    perspective them understanding you who
  • 00:17:44
    you are and having that quality
  • 00:17:47
    relationship with them that would
  • 00:17:49
    increase your authentic leadership uh
  • 00:17:53
    behavior and then having that balanced
  • 00:17:56
    processing of information so having that
  • 00:17:59
    objective decision making process a way
  • 00:18:02
    to practice that is reflect back step
  • 00:18:05
    back from situation understand different
  • 00:18:07
    perspective and then make
  • 00:18:09
    decisions
  • 00:18:10
    so that's the way you can increase your
  • 00:18:14
    authentic
  • 00:18:15
    leadership Behavior or become a more
  • 00:18:18
    authentic leader and if you want to go
  • 00:18:22
    read up on
  • 00:18:24
    more more information on this I urge you
  • 00:18:28
    to go and look at
  • 00:18:30
    the The Meta analysis that I mentioned
  • 00:18:33
    earlier in addition to those there are
  • 00:18:36
    these studies Olson and
  • 00:18:39
    Johnson which look at us from the
  • 00:18:41
    military
  • 00:18:42
    perspective like hey this this study
  • 00:18:44
    looking at how does Millennials versus
  • 00:18:48
    Generation
  • 00:18:50
    X like authentic leadership which we
  • 00:18:53
    generation prefer authentic leadership
  • 00:18:56
    between those two and for me I have
  • 00:18:59
    several articles that I publish looking
  • 00:19:02
    at it from the military perspective from
  • 00:19:06
    uh so my first one is the what is the
  • 00:19:09
    scientific approach to solving Army
  • 00:19:12
    retention problem because a lot of
  • 00:19:14
    people are leaving the army or not want
  • 00:19:16
    to join the Army so I that article kind
  • 00:19:18
    of explained what is the best way the
  • 00:19:20
    Army can
  • 00:19:22
    utilize authentic leadership and
  • 00:19:24
    self-determination
  • 00:19:25
    Theory to tackle that problem and then
  • 00:19:29
    another one is the operationalizing the
  • 00:19:32
    army people strategy that was one one of
  • 00:19:34
    my article where I highlighted a these
  • 00:19:37
    are the Leadership Model the Army has
  • 00:19:40
    been using for a long time but how do we
  • 00:19:45
    integrate authentic leadership and
  • 00:19:47
    self-determination Theory principle into
  • 00:19:50
    those uh into the army leadership
  • 00:19:54
    philosophy and so again thank you for
  • 00:19:57
    watching this is Dr B
  • 00:19:59
    uh I'll go through the authentic
  • 00:20:01
    leadership how does it correlate with
  • 00:20:04
    motivation where workplace motivation
  • 00:20:06
    how can you develop your own authentic
  • 00:20:10
    leadership so you can be able to create
  • 00:20:12
    an autonomous workplace for your for
  • 00:20:15
    your followers or for your organization
Tags
  • autonomy
  • authentic leadership
  • self-determination theory
  • motivation
  • workplace environment
  • intrinsic motivation
  • leadership traits
  • team performance
  • job satisfaction
  • stress reduction