Leadership remains a complex phenomenon. Over the past few decades, news feeds have been filled with the moral and ethical failures leaders from various corners of society : politicians, businessmen, and clergy. Significant differences exist between leadership motivated and controlled through selfism and leadership that closely follows the principles and behavior of Jesus . Leaders influence follower attitudes , behaviors , and performance (Avolio , Gardner, Walumbwa , Luthans, & May, 2004). Given this, the factors that motivate leadership in turn influence followers . The implication of beneficial as well as reciprocal leadership and subordinate relationships remains a topic involving much research (Barentsen, 2011; Brenkert, 1998; Van Dick, Hirst, Grojean, & Wieseke, 2007). The relationship between leaders and their followers has the potential for positively correlated outcomes such as trust , positive attitudes , satisfaction , commitment and perceptions of support and equity. On the other hand, there are the potential negative outcomes as well. Due to this, the behavior and attitudes modeled by leaders are all the more important. Cenac (2011) asks, as many before: Are leaders born or made? Cenac posits that leaders emerge. Likewise , Hybels (2002) recognizes that leaders are developed. Further Comiskey (2008) states that any personality type or person can lead. The complexity of leadership development does not negate the possibility. Both secular and Biblical resources include the phenomenon of leadership development .
Leadership development remains a multifaceted phenomenon, which involves complex contextual elements including the social , cultural, and organizational environment (Barentsen, 2011; Day, Fleenor, Atwater, Sturm, & McKee, 2013). The dynamic process of leadership development involves multiple interactions that continue throughout a period of time (Day et al., 2013). Authentic Leadership (AL) focuses on personal and follower development, while remaining transparent and open during the process. Walumbwa , Avolio , Gardner , Wernsing , and Peterson (2008) define AL :
A pattern of leader behavior that draws upon and promotes both positive psychological capacities and a positive ethical climate, to foster greater self-awareness , an internalized moral perspective, balanced processing of information , and relational transparency on the part of leaders working with followers , fostering positive self-development . (Walumbwa et al., 2008, p. 94)
Ilies , Morgeson , and Nahrgang (2005) advanced a complementary model of AL and posits AL provides for the eudaemonic well-being leader âfollower outcomes.
Walumbwa et al. (2008) developed and tested the theory-based measure of AL with samples from China, Kenya, and the USA. AL was supported with various cultures and ârevealed a positive relationship between authentic leadership and supervisor-rated performanceâ (Walumbwa et al., 2008, p. 89). Ivancevich and Konopaske (2010) report a psychological contract between workersâ and employersâ concerns and unwritten statement of expectations, involving an employeeâs desire to see organizations reveal an active interest in their personal lives and family situations , including physical and mental health . Ivancevich and Konopaske recognize use within incorporations for spiritual leadership, the spiritual development of employees. Yet the national cultural and organizational cultural organizations operating in the United States and Africa doubtless have different perspectives of how to accomplish the psychological contract.
A leaderâs practice remains tantamount toward the local culture and the success of the leader . âNational culture is the sum total of beliefs, rituals, rules, customs , artifacts , and institution that characterize the population of the nation â (Ivancevich & Konopaske, 2010, p. 35). Several studies reveal that leadership theory needs to fit the local socio-cultural implications (Barentsen, 2011; Northouse, 2013; Yukl, 2013). Dorfman , Javidan , Hanges , Dastmalchian , and House (2012) reveal through the GLOBE study that the leadership best fit style and behavior includes leaders who embrace the cultural dimensions within local context. Javidan and House (2001) declare the major thrust of project GLOBE concerns the study of nine cultural attributes (pp. 293â301). Javidan and House (2001) quantified these attributes and refer to them as cultural dimensions (p. 293). The nine dimensions that Javidan and House (2001) list concern, assertiveness, future orientation, gender egalitarianism, uncertainty avoidance, power distance, institutional collectivism , i...