Scholar Meltem (2019) spotlights two dominant leadership styles: transformational and authentic. Transformational leadership is a leadership style that emphasizes inspiring passion for vision, leading by example to earn respect, admiration, and trust from employees (Lewis, Yarker, & Donaldson-Feilder, 2012), and it is one of the most influential leadership theories in the past twenty years (Zwingmann et al., 2014). Research shows that there is a positive relationship between transformational leadership and followers' attitudes and behaviours (Kovjanic, Schuh, & Jonas, 2013), emphasizing the direct influence of leaders on individual followers. Transformational leaders motivate employees to go beyond themselves by setting ambitious goals and proposing changes to achieve these goals, ensuring that followers achieve their own goals, desires, and expectations (Bass, 1990), thereby enhancing their self-efficacy and self-esteem (Kovjanic, Schuh, & Jonas, 2013).
Authentic leadership is a leadership style based on trust and transparency. Authentic leaders emphasize morals and ethical values, consistently behaving in alignment with them to create an ethical and reliable organizational culture (Walumbwa, Christensen, & Hailey, 2011). Authentic leaders possess high levels of moral and ethical standards, being aware of moral issues and able to provide solutions. The article also mentions that the emergence of authentic leadership is primarily driven by the need for long-term efficiency and organizational success through value-based leadership (Toor & Ofori, 2009). Key characteristics of authentic leaders include trustworthiness, reliability, honesty, integrity, moral and ethical values, as well as principles.
Both styles share traits like self-confidence and moral standards but differ fundamentally in approach. Transformational leadership cultivates leadership purpose in followers, while authentic leadership enhances their self-awareness (Leroy, Palanski, & Simons, 2012). Charisma is crucial for transformational but not for authentic leaders (Ilies, Morgeson & Nahrgang, 2005).
All employees, not just managers, need leadership skills (Cacioppe, 1998). Both styles can enrich training programs, but leaders must respect individual differences, including demographics and culture (Shamir, 2005).
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