Summary
Summary LSE MG105 Week 8 Reading Summaries
- Institution
- London School Of Economics (LSE)
WEEK 8 READING 1: The Authenticity Paradox READING 2: The role of the situation in leadership.
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READING 1:The Authenticity Paradox
1. WHO were the authors of this article (last names only) and what year was it
published?
- Ibarra (2015)
2. WHAT is the purpose of this reading and its main conclusions?
- Purpose of the reading:
o Give general information such as definition of authenticity and how it relates to
leadership
o Give reasons why leaders struggle with authenticity
o Recommend three ways to become more authentic: learning from diverse role
models (many ideas and different views), working on getting better (Setting
goals), Don’t stick to your story (using heuristics to guide ourselves to things that
are more familiar)
- Conclusions
o Reasons for leaders’ authenticity struggles
we make more-frequent and more-radical changes in the kinds of work we
do
In global business, many of us work with people who don’t share our
cultural norms and have different expectations for how we should behave
Identities are always on display in today’s world of ubiquitous connectivity
and social media.
o 3 Definitions of authenticity:
Being true to yourself.
Maintaining strict coherence between what you feel and what you say or
do.
Making values-based choices.
o Authenticity: different cultures have different norms
o Authenticity may be arrogance
o Adapting to different management and styles but not changing what you believe
=> Work with a company that agrees with but work on a project that you don’t
want
3. HOW did the authors reach these conclusions? (i.e., the methods they used)
- Carried out different research and surveys
- Examples of leaders being authentic that jeopardise their leadership/performance
- No clear methodologies
4. WHY do these conclusions matter? (i.e., for our understanding of organisational
behaviour or leadership)
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