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An Analysis of Leadership

(Cited in Avolio and Gardner, 2005: 312).
             Thus, these leaders are conscious of their and others' actions and potential. Moreover, they are characterised as positive, self-confident and flexible. Moreover, according to Luthans and Avolio (2003), authentic leadership is a combination between psychological capacities and highly developed organizational context and results in both greater self-awareness and self-regulated positive behaviors (cited in Avolio and Gardner, 2005: 321). Finally, Avolio (2005) states that authentic leadership development represents the circumstances that allow both leader and follower to connect and build a relationship based on trust and transparency (cited in Avolio and Gardner, 2005). Avolio (2005) also believes that this is achieved through training and planned interventions (cited in Avolio and Gardner, 2005).
             As mentioned before, Kurt Lewin believes that there are three styles of leadership. The first one, also called Autocratic Leadership, seeks to establish a clear bond between leader and follower: the first one give specific instructions about the tasks that must be carried on, while the latter one follows the leader's instructions (Cherry, 2006). Additionally, this type of leadership pretends to offer a clear division between these two parts, the leader's focus being on controlling constantly his or hers followers (Cherry, 2006). Cherry (2006) argues that this approach works best if used under special circumstances such as when there is no much time left or a fast decision needs to be made. Example of enterprises that use this type of leadership is The New York Times between 2001 and 2003 when the executive editor, Howell Raines raised efficiency and contributed to bottom line growth in the highly demanding newspaper industry He centralized decision-making and disregarded all efforts and contributions before his arrival and divided the journalists into stars, and also-rans.


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