Original Research
The role of a positive trigger event in actioning authentic leadership development
SA Journal of Human Resource Management | Vol 5, No 1 | a103 |
DOI: https://doi.org/10.4102/sajhrm.v5i1.103
| © 2007 S. Puente, F. Crous, A. Venter
| This work is licensed under CC Attribution 4.0
Submitted: 30 November 2007 | Published: 30 November 2007
Submitted: 30 November 2007 | Published: 30 November 2007
About the author(s)
S. Puente, University of Johannesburg, South AfricaF. Crous, University of Johannesburg, South Africa
A. Venter, University of Johannesburg, South Africa
Full Text:
PDF (245KB)Abstract
Authenticity can best be understood in context, and context implies action (Payne, 1996). For the purpose of this study, leadership in general, and authentic leadership in particular, were explored in terms of the actions of former mayor of New York City, Rudolph Giuliani, who displayed authentic leadership in action during the tragic aftermath of the World Trade Centre attacks. Authentic leadership development tends to be triggered by a negative event (as in the case of 9/11 for Giuliani, for example). Since there is limited knowledge of how a positive event may trigger authentic leadership development, the aim of this study was to explore the potential of Appreciative Inquiry (AI) - an affirmative mode of action research - as a positive trigger event for authentic leadership development. The results indicated that this positive approach to change could indeed be implemented for this purpose.
Keywords
Authentic leadership; authentic leadership development; positive trigger events; action research; appreciative inquiry
Metrics
Total abstract views: 9831Total article views: 7373
Crossref Citations
1. We don't need more leaders – We need more good leaders. Advancing a virtues-based approach to leader(ship) development
Toby Newstead, Sarah Dawkins, Rob Macklin, Angela Martin
The Leadership Quarterly first page: 101312 year: 2019
doi: 10.1016/j.leaqua.2019.101312