Authentic Leadership: A Theoretical Thematic Analysis of the Contemporary Brazilian Leader’s Speech

Campos, Maria Isabel de; Rueda, Fabián Javier Marín

doi:10.1590/1982-4327e2924

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Psychological Evaluation • Paidéia (Ribeirão Preto) 29 • 2019 • https://doi.org/10.1590/1982-4327e2924 copy

Authentic Leadership: A Theoretical Thematic Analysis of the Contemporary Brazilian Leader’s Speech

Liderança Autêntica: uma Análise Temática Teórica do Discurso do Líder Brasileiro Contemporâneo

Liderazgo Auténtico: un Análisis Temático Teórico del Discurso del Líder Brasileño Contemporáneo

Authorship SCIMAGO INSTITUTIONS RANKINGS

Abstract

Authentic leadership has been prominent in research of organizational behavior since the beginning of this century. This study aimed to investigate the congruence between the theory of authentic leadership, in the form as condensed by some scholars of the area, and the discourse of the contemporary Brazilian leader. Ten professionals with experience in leadership positions participated. This is a qualitative study that used a structured interview for data collection and theoretical thematic analysis for the treatment of the data. The testimonies allowed to discriminate typical discourses of authentic and non-authentic leaders in a congruent way to the theory, regarding the definitions of the components of authentic leadership. We concluded that the findings contribute to the evolution of the construct and provide insights for the continuity of research in the area, suggesting a focus on longitudinal studies.

Keywords:
leadership; organizational behavior; qualitative research

ID	Sex	Age	Time	Direct	Indirect	Work performance
R1	F	45	20	5	10	Industry
R2	M	49	30	15	90	Trade
R3	F	51	28	5	10	Nonprofit organization
R4	M	30	7	5	40	Services
R5	M	40	3	12	40	Services
R6	M	31	6	20	30	Services
R7	M	50	30	8	875	Public sector
R8	F	55	25	15	300	Industry
R9	M	36	4	30	10	Public sector
R10	M	67	41	9	130	Services

Question
1	When is it possible to consider someone a leader?
2	Thinking of your description in the previous question, answer: are you a leader? (options: Completely; Partially)
2	Please clarify the reasons for selecting this option.
3	According to your experience as a leader, what are school (at any level), books, and courses not able to teach about leadership?
4	Please describe a typical situation or challenge that you experience as a leader.
5	Thinking about the recent past, could you tell us a little bit about a challenging experience you experienced as a leader?
5	a. situation or challenge; b. how did you act (and/or what did you decide); c. result achieved; d. your opinion on the outcome; e. what other alternatives did you have in this situation that you did not choose?
6	Please describe a challenging situation or experience about which you have heard and that was experienced by another leader.
6	a. situation or challenge; b. how did the leader act (and/or what did he decide); c. result achieved; d. your opinion on the outcome; e. what other alternatives did the leader have in this situation that he did not choose?
7	Thinking about your daily life and the most varied experiences you live, what are the most frequent criteria you usually evaluate in decision-making situations as a leader?
8	What criteria in decision-making do you know other leaders use, but you have not yet adopted?
9	Please give examples of frequent challenges faced throughout your experience as a leader regarding the following aspects:
9	a. Financial; b. relationship with clients (internal and external); c. Processes (operational, business, regulatory, etc.); d. people in the organization (employees, collaborators, partners, etc.).
10	Please read the excerpt below and give your opinion on it, addressing any aspect that it has led you to consider (agree, disagree, question, raise doubts, etc. Describe what the text made you think).
10	The definition of AL was presented in a similar way to what is present in the introduction section of this article, according to Walumbwa et al. (2008Walumbwa, F. O., Avolio, B. J., Gardner, W. L., Wernsing, T. S., & Peterson, S. J. (2008). Authentic leadership: Development and validation of a theory-based measure. Journal of Management, 34(1), 89-126. doi:10.1177/0149206307308913 https://doi.org/10.1177/0149206307308913... ): “The authentic leader bases himself on and promotes positive psychological capacities and a positive ethical climate, to promote greater self-awareness, an internalized moral perspective, a balanced information processing and relationship transparency on the part of the leaders who work with the followers, stimulating positive self-development. The positive ethical climate is one of the points that can distinguish the authentic leader from the transformational leader, since the latter can possibly exert manipulative actions on his followers, aiming to achieving the goals desired by him or by the organization”.

Theme(s)	ID	Question	Excerpt
HO	R3	1	When he is an example, when he inspires people, aggregates, creates a collaborative environment and not merely competitive, creates a collective spirit in which the individual does not disappear and has freedom of expression, when he helps each one to discover the best in themselves and realizes where they work best. A leader helps people to become better and is not afraid to be surpassed.
MP and BP	R10	2	From my first experiences of leadership I sought to lead by example, ethics, by the sense of justice, balance, knowledge, and respect for followers and peers. I tried to be attentive to the expectations of the groups and listen to them in various situations...
MP	R2	3	Moral values and empathy.
SA and HO	R9	3	... it is necessary that the leader keep in mind that each individual of his team has different qualities, faults, fears, frustrations, training, family raising, and so many other aspects ... By having this understanding, it becomes easier for the leader to identify the qualities of each follower, highlighting them and taking advantage of them in the best way throughout the organization’s process... understanding, it becomes easier to cope with adverse situations.
RT	R8	4	... The relationship of trust with the team is essential to do and demonstrate that you are making the right decision.
SA, MP, RT, and BP	R4	5	... In addition to the impact on the dismissed people, it was important to be able to explain and convince people that it was the right thing to do and that, with that, everyone’s prospects increased. ... We decided on a “humanized” approach. We created conditions to help in the relocation of those who were being shut down. Before announcing the cuts in the team, we announced the cut of 50% in the compensation of the company executives*, to make clear that we had exhausted other options. The day before the cuts, we called the leaders of several teams to communicate the situation and the decision we had made, as well as take feedback on how we would perform the cuts on the next day. ... my perception was that the team that reamined became more focused and committed to the success of the company. I think there are things we could have done better, but I was satisfied with myself and with the team’s response. ... At the beginning of the process, we were considering performing the cuts ‘at once’. Although we rationalized this, as something that did not create expectations, it was actually a way to lessen the impact of the dismissals on those who were performing them, rather than lessening the impact on those who were being dismissed.
RT and BP	R10	6	... He gathered the directors and managers and exposed the situation. We were with a technical limitation for expanding the customer base. We discussed, presented alternatives so that we could overcome this limitation, while at the same time there were several opinions in the sense of acceptance of the purchase offer. Analyzing the situation and ponding on the alternatives, it was decided that we would go ahead not accepting the purchase offer. ... The most comfortable alternative would be to sell the company.
MP	R6	7	Ethics. Operational and financial sustainability. Loyalty to the purpose of the company. Alignment with the plan presented to shareholders.
RT	R4	9	Effective communication. Trust (in us).
MP	R1	10	I did not mention the ethical question so far because it appears to me as super necessary. ... Generally speaking, ... Without ethics, you do not have a leader.
HO	R9	10	I completely agree. A true leader does not need to give orders. He emphasizes the positive aspects of each of his collaborators to stimulate people. Stimulated people do not need orders. They understand the importance of their role within the organization, and understand that by collaborating for their growth, they are collaborating for their own growth, because the organization depends on their collaboration and vice versa.

Theme(s)	ID	Question	Excerpt
NMP	R8	2	There are moments in the management of people in which imposition is necessary. Specially when the leader answers to a higher level organization (e.g. board of directors, VPs*, etc.).
NRT and NMP	R7	5	... The first is the lack of willingness to change, due to political reasons (it is better to stay like this because I can beat) or due to personal reasons (now I have to work?). The second is the defense of barns and fiefs (I’m the boss here and that is fine). ... The ability of the mean administration to veto projects that are not of interest is much greater than I expected and the subterfuges used for this are disproportionately unethical.
NRT and NMP	R10	5	Disconnect myself from the company, because in my personal case, I only knew if I would continue in the company or if I had a job a few hours before the merger was effected.
			Wait for decisions to be made, getting a more passive role in the process, with less exposure to risks (defensive position).
			Negotiate my position first and then take care of the group.
			Give in to the pressures exerted by the executives of the new company to fill the best positions with their followers.
NRT	R1	7	Little time, impact on business, impact on people’s lives, impact on my image.
NBP	R1	8	Authoritarianism.
NBP and NMP	R2	8	Coercion.
NBP	R3	8	There are more autocratic decisions, but I would not adopt them, it is not in my nature.
NMP	R5	8	Petty politics.
NMP, NHO, and NSA	R2	10	The manipulative action can be validated in case there is a lack of consciousness on the subject.

Universidade de São Paulo, Faculdade de Filosofia Ciências e Letras de Ribeirão Preto, Programa de Pós-Graduação em Psicologia Av.Bandeirantes 3900 - Monte Alegre, 14040-901 Ribeirão Preto - São Paulo - Brasil, Tel.: (55 16) 3315-3829 - Ribeirão Preto - SP - Brazil
E-mail: paideia@usp.br

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[1] Correspondence address: Maria Isabel de Campos. Universidade São Francisco. Psicologia. R. Waldemar César da Silveira, 105, Jardim Cura D’Ars (SWIFT), Campinas-SP, Brazil. CEP 13.045-510. E-mail: isabel@isabelcampos.com.br