“Results showed that transformational leadership training enhanced followers’ motivation
... morality ... and empowerment” (Aguinis & Kraiger, 2009, pp. 455-456). A study
conducted by Hur, van den Berg, and Wilderom (2011) yielded similar results: “The
mediating role of transformational leadership adds to the theory on emotional intelligence
because the finding explains why leaders high on EI are more effective” (Hur et al., 2011,
p. 599).
New Perspectives Example: Authentic Leadership Theory
psychology, authentic leaders base their actions on personal values. As discussed by
Avolio and Gardner (2005), authentic leadership is associated with transformational,
charismatic, servant, and spiritual leadership theories – yet also has at its core “positive
psychological capacities of confidence, optimism, hope, and resiliency as personal
resources of the authentic leader” (Avolio & Gardner, 2005, p. 322). Influence is
contagious given these positive attributes of a leader which, in turn, situates the
organization for “sustainable and verifiable performance” (Avolio & Gardner, 2005, p.
317). This kind of affective leadership is crucial for not only communicating work
priorities but, as important, for building a constituency of supporters (Woodward, 2009).
Elevating the role of affect in a leader’s competency profile is, as contended by
Woodward (2009), a contributor towards building sound leadership programs.
Development of authenticity centers on positive psychological capital as well as a
strict moral code, self-awareness, self-regulation, and corresponding self-regulating and
developing activities of the follower(s). The organizational context matters as well, since
leaders do not operate in a vacuum but rather in a functional setting. Ultimately,
“development of authentic relationships [is] a core component process of authentic