solved Me: Â Â Authentic leaders are those leaders who focus
Me:   Authentic leaders are those leaders who focus on creating a good relationship with employees. They encourage honesty, the value of employees’ input, and an ethical foundation. An authentic leader should strive to be culturally sensitive all time. An authentic leader can become more culturally sensitive through effective leader–member exchange. According to Hsiung (2012), the leader-member exchange framework states that managers categorize employees into In-Group and Out-Group members. In-Group members are skilled and loyal to the manager, while Out-Group members are less skilled and not trustworthy. To become a culturally sensitive leader, one must identify the Out-Group and try to reestablish an effective relationship. Instead of discrimination, leaders should create training programs to help the Out-Group members improve their skills. For example, in my workplace, our manager allows the best performing employees to work together with the poorly performing employees. The culture provides the less skilled employees with the opportunity to boost their talent.Â
     An authentic leader can also become more culturally sensitive through respect. A leader should respect the opinion of employees regardless of their job position and expertise (Painter, 2014). Respect helps employees develop self-esteem and a positive mood towards their work. In my organization, I have seen the supervisor using this approach to demonstrate his cultural competency. When making decisions, he invites everyone to contribute and make the final decisions based on what the majority have said. As a result, employees are always confident knowing that their opinions matter regardless of their cultural background and job status.
          In my workplace, I work in a team of ten members. Sometimes the supervisor can delegate some duties to me, which allows me to assume leadership within the team. The ways in which I apply sensitivity and multicultural understanding include humility. Authentic leaders should know that they can make mistakes, so they should apologize when necessary (Painter, 2014). As a leader, I demonstrate humility by accepting the fact that I am equal to my member and I can be wrong. I also use the partnership to apply sensitivity and multicultural understanding. A partnership is where leaders value dialogue instead of ego to solve problems (Painter, 2014). People have different cultural beliefs, and the only way to understand them is through dialogue. Therefore, the partnership helps me create a positive relationship with other members.Â
Instructor:
When it comes to empowering others and our personal reluctance to do so, we might tend to think that the discomfort with relinquishing control often stems from a lack of confidence in others to deliver and execute on getting something done. Â However, sometimes there are some deeper reasons as to why we don’t empower others. Â For me, I have learned that my way is not the only way to do something. Through empowering others I have seen that they have arrived at similar results with a totally different approach. Â Other times, it is because I may feel uncomfortable with not having as much decision making authority (Northouse, 2016). Â As you reflect on why you may be hesitant to delegate, is it possible there are some deeper reasons why you might have some reservations to give away power to others?
Rob
Northouse, P. (2016). Leadership: Theory and practice (7th ed.) Thousand Oaks, CA: Sage Publications.
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