Lesson 4-2: Vision and Strategy

Compare and contrast value-based, authentic, and positive leadership concepts. Why do these approaches have so much appeal?

Leadership Concepts

Student’s Name

University

Leadership Concepts

Value-based concept engages and tries to tackle its possible problems head-on while still providing a short and definite metric figure in which the whole institution will depend on and get the operations moving. In this concept, the value of an organization is evaluated through its discounted future cash flows, and value is thus formed when institutions devote capital at returns that overlaps the cost of that capital. Value-based exceeds these concepts as it concentrates on how organizations utilize them in making strategic and daily operating decisions (Engelbrecht, Mahembe & Heine, 2015). On the other perspective, authentic leadership concept focuses on building the leader legitimacy through active and truthful leadership with followers that uphold their input and is centered on an ethical basis. Authentic leadership is characterized by positive individuals with accurate self-concepts who encourages and supports openness. Through sustaining confidence and generating passionate help from their subordinates, genuine leaders can improve people and general group performance.

Positive leadership bring together and focuses on scientific evidence that assists leaders together with executives to grow their business, productivity and profitability that in turn, help people to thrive. In any workplace, the positive leadership concentrates on the general productivity, resilience, motivation and specific strengths that move the business operations forward. These concepts are appealing as they try to fulfill different roles. Authentic assist leaders in creating the legitimacy of the leader through trust and openness, while value-based adds value character and a purpose that leads to success (Alvesson & Einola, 2019). Consequently, open leadership focuses on forming excellence under any extreme work condition and enhancing general performance. These are the reasons that typically make these concepts widely accepted and used in the modern leadership environment.

References

Alvesson, M., & Einola, K. (2019). Warning for excessive positivity: Authentic leadership and other traps in leadership studies. The Leadership Quarterly, 30(4), 383-395.

Engelbrecht, A. S., Mahembe, B., & Heine, G. (2015). The influence of integrity and ethical leadership on trust in the leader. Management Dynamics: Journal of the Southern African Institute for Management Scientists, 24(1), 2-10.