“Authentic leadership (Avolio & Gardner, 2005; Gardner et al, 2021) describes leaders who are self-aware, process positive and negative ego-relevant information in a balanced fashion, achieve relational transparency with close others, and are guided in their actions by an internalized moral perspective (31 instances)” (Dinh et al., 2014).
Authentic leadership almost seems to be a misnomer for a leadership theory, an obviously advantageous practice wherein the practitioner knows their self, limits the application of bias while simultaneously depending on the guiding morals and logic that were developed and integrated during their professional and personal “upbringing”, and requires close, genuine relationships. “…authentic leadership results when elements of the “true self” become incorporated into core aspects of leader identity” (Latta, 2019). In short, the theory of authentic leadership drives personal, moral, and ethical opinions, decisions, and viewpoints into the forefront of thought processes and management practices. Even more, authentic leadership requires a constant and consistent drive towards improvement, bridging the gap between the current state of the leader and their own, aspirational future state. “The essence of authentic leadership is alignment of actions with an identity grounded in the