دانلود رایگان مقاله لاتین درس از کمپین 2016 ریاست جمهوری آمریکا از سایت الزویر
عنوان فارسی مقاله:
کیمیای اعتبار: درسهایی از کمپین 2016 ریاست جمهوری آمریکا
عنوان انگلیسی مقاله:
The alchemy of authenticity: Lessons from the 2016 US Presidential Campaign
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بخشی از مقاله انگلیسی:
Authentic leadership encourages us to connect with our true selves. This is distinguished from developing a list of competencies determined by others, attempting to mimic those who are clearly successful or trying to be someone we are not. The thought is not new and is found in the frequently quoted line in Hamlet when Polonius admonishes his son: ‘This above all else, to thine own self be true.’ (Never mind that what is often missed in the use of this quote is that Polonius was a bore to his son because he was given to trite kernels of wisdom!) In Western thought, the Renaissance particularly empowered humankind to think on our own rather than blindly follow God’s will or way. Leadership scholars really grabbed hold of the concept in the late 1990s. Following the era of transactional leadership, which emphasized the exchange relationship between employer and employee, connecting workers’ motivation with concrete rewards, scholars and practitioners became attracted to the notion that motivation could go far beyond basic transactions. In laying the foundations of transformational leadership, Bernard Bass argued that staff would give discretionary effort to leaders who exhibited charisma, inspiration, intellectual stimulation and individualized consideration. By the late 1990s and early 2000s, cynicism and doubt arose around transformational leadership. Events such as the Enron scandal revealed the potential danger of blind faith in visionary leaders. Popular business magazines began referring to ‘the dark side’ of leadership, while Michael Maccoby’s ‘Narcissim, the incredible pros and the inevitable cons’ was awarded a McKinsey prize for being one of the two best Harvard Business Review articles of 2000. Scholars of transformational leadership responded to these criticisms by adding an extra adjective to their particular school of thought. They now referred to ‘authentic transformational leadership’ and contrasted this with what they termed ‘inauthentic, quasi- or pseudo-transformational leadership’ in order to distinguish the villainous from the virtuous leader. As such, authenticity served as the litmus test to reveal false prophets. The ground was shifting in other ways during the 1990s. Traditional images of ‘leading from the front’ and heroic leadership were being challenged. The promise of authenticity was directly linked to leadership for the new century and framed as an antidote to the cynicism that prevailed in organizations. Bruce Avolio and his colleagues popularized the concept of authentic leadership during the early 2000s. They positioned authenticity well beyond referring to those who had a deep knowledge of themselves. Authenticity also came to imply a range of attributes, including Avolio and colleagues’ assertion that authenticity was connected to hope,resilience and high moral character. Who could possibly object to such qualities? Avolio and Gardner drew on American literary critic Lionel Trilling to make a crucial distinction between authenticity and sincerity. While the latter focuses on being true to others, Avolio and Gardner argued that the focus on self as distinct from the needs or concerns of others was essential to understanding the meaning of authenticity. Indeed, Avolio and Gardner suggested that an authentic self is one that is entirely self-referenced. This self has a high degree of autonomy and is not fazed by others’ needs and expectations.
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کلمات کلیدی:
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