The paper 'Authentic Leadership as a Positive Form of Leadership' is a perfect example of a human resources research paper. In the recent past, authentic leadership has gained much popularity in leadership studies and literature. However, scholars and researchers have not come up with a concrete definition. Nevertheless, several researchers have defined authentic leaders as leaders who have gained awareness of how they behave and think and are considered by others as ones who are aware of their knowledge, strengths, morals, and values; aware of their operation contexts; and are optimistic, confident, resilient, hopeful, and their moral character is of high standards (Avolio, Luthans & Walumbwa, 2004; Cooper, Scandura & Schriesheim, 2005). In general, researchers and scholars alike conceive authentic leadership as a positive form of leadership extending beyond traditional leadership styles and influencing genuine and ethical behavior in their followers.
Currently, there is an increase in political deception and corporate scandals thus making authenticity in leadership highly welcome. Authenticity is not only highly welcome in the Middle Eastern countries but in every part of the world. All the countries in the Middle East are increasing initiatives that will help increase the level of authenticity in leadership, not only in the public sector but also in the private sector. Authentic leadership, as a concept in its infancy, has not yet received the attention it accords in the Middle East since many are skeptical of the value it adds.
The present study aims at offering a comprehensive approach to addressing the stated need. Although there are many critics who are skeptical of the value of authentic leadership, the concept is more than a blanket response to the moral ineptitudes of certain leaders.
This means that authentic leadership is the key to the success of the organization. Although this concept has not received much attention as it should, one of the existing research studies shows that there is a positive link between perceptions of authentic leadership and organizational commitment, work happiness, and employee job satisfaction (Jensen & Luthans, 2006). Although this is a good starting point, there is a greater need to expand on this study in order to test the link authentic leadership with other successful outcomes.
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