Response

RESPONSE 4

ArticleI response

Accordingto Klenke (2007), the growth of a leader involves a combination ofnew concepts that are related to emerging leadership roles. It isimportant to understand that a manager plays an important part in agroup or an organization. Klenke argues that a leadership identitysystem is a crucial approach that helps in assessing the leadershipqualities in a person. Furthermore, Klenke (2007) says that sincethe field of leadership has kept changing, no particular model can beutilized to develop an authentic leader. Thus, I do agree with thesuggestion of embracing self-identity, leader-identity, andsocial-identity to help in developing authentic leaders (Klenke,2007). I have learned that self-identity is critical in developinggood leadership skills.

ArticleII response

Boyatziset al. (2012) have emphasized on the role of human relationships inthe sustainability of employees, groups, and organizationalstructure. A good manager, according to Boyatzis et al. (2012) mustpractice diversity when interacting with all stakeholders in theworkplace. For instance, a CEO of a multinational company mustunderstand all cross-cultural issues that can affect work performanceand outcome. It is crucial for such a manager to employee diversityand uses dynamic leadership styles that will work for across-cultural community. I do agree that forming a good relationshipwith others can help leaders to be authentic leaders (Boyatzis etal., 2012). I have learned that the quality of a relationship that amanager or a boss forms with the employees affects issues such as jobperformance, satisfaction, outcome, learning, and turnover amongother elements. Therefore, an ideal leader is one who has establishedself-identity, defined abilities, and healthy interpersonalrelationships with the employees. When faced with challenges, goodleaders should adjust self-construal so that they can develop aconsistent formula to address issues. I do agree with Boyatzis ideaof interpersonal relationships and dynamic approach to leadership.

ReferenceList

Boyatzis,R. E., Passarelli, A. M., Koenig, K., Lowe, M., Mathew, B., Stoller,J. K., &amp Phillips,

M.(2012). Examination of the neural substrates activated in memories ofexperiences with resonant and dissonant leaders. TheLeadership Quarterly,23(2),259-272.

Klenke,K. (2007). Authentic leadership: A self, leader, and spiritualidentity perspective.

InternationalJournal of Leadership studies,3(1),68-97.