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Authentic leadership, while having no formal or unequivocal definition, is a growing field in academic research. [1] The idea has also been embraced by leaders and leadership coaches, who view it as an alternative to leaders who emphasize profit and share price over people and ethics.
The two outer levels – public and private leadership – are what the leader must do behaviorally with individuals or groups to address the "four dimensions of leadership" (Scouller 2011). These are: A shared, motivating group purpose or vision. Action, progress and results. Collective unity or team spirit. Individual selection and motivation.
The first two—public and private leadership—are "outer" or behavioral levels. These behaviors address what Scouller called "the four dimensions of leadership". These dimensions are: (1) a shared, motivating group purpose; (2) action, progress and results; (3) collective unity or team spirit; and (4) individual selection and motivation.
Authentic Leadership: Rediscovering the Secrets to Creating Lasting Value, ISBN 978-0-7879-6913-4, 2003. True North: Discover Your Authentic Leadership, ISBN 978-0-7879-8751-0, with Peter Sims, 2007. True North Groups: A Powerful Path to Personal and Leadership Development, ISBN 978-1-60994-007-2, with Doug Baker, 2008.
Authentic people don't point fingers and aren't afraid to apologize. "Authentic people take responsibility for themselves and exercise their own agency in the world," McKleroy says.
The TMLQ is composed of 50 items and is designed for adults who work in a team. It represents an extension of the definition of transformational leadership from the individual to the collective. The TMLQ measures team transformational leadership, team transactional leadership, team passive/avoidant behaviors, and team outcomes of leadership.