Read the bellow two approaches and answer Essay Question: Bill George's practical approach to Authentic Leadership and Walumba et al.'s (2008) theoretical approach are both notable authentic leadership frameworks. Present an argument for why you believe they are either similar or different. If you believe they differ, clearly outline your reasoning followed by evidence-based support to defend your position. If you do not believe they differ, clearly outline your reasoning followed by evidence-based support to defend your position. Please defend your decision/argument with evidence-based information and logic.Answers should be 4-5 pages

Please Answer based on bellow information.

Bill George's Authentic Leadership Approach.

The authentic leadership approach developed by George (2003; George & Sims, 2007) focuses on the characteristics of authentic leaders. George describes, in a practical way, the essential qualities of authentic leadership and how individuals can develop these qualities if they want to become authentic leaders.

Based on his experience as a corporate executive and through interviews with a diverse sample of 125 successful leaders, George found that authentic leaders have a genuine desire to serve others, they know themselves, and they feel free to lead from their core values. Specifically, authentic leaders demonstrate five basic characteristics: (1) They have a strong sense of purpose, (2) they have strong values about the right thing to do, (3) they establish trusting relationships with others, (4) they demonstrate self-discipline and act on their values, and (5) they are sensitive and empathetic to the plight of others (George, 2003).

Figure 9.1illustrates five dimensions of authentic leadership identified by George: purpose, values, relationships, self-discipline, and heart. The figure also illustrates each of the related characteristicspassion, behavior, connectedness, consistency, and compassionthat individuals need to develop to become authentic leaders.

In his interviews, George found that authentic leaders have a real sense ofpurpose.They know what they are about and where they are going. In addition to knowing their purpose, authentic leaders are inspired and intrinsically motivated about their goals. They arepassionateindividuals who have a deep-seated interest in what they are doing and truly care about their work.

A good example of an authentic leader who exhibited passion about his goals was Terry Fox, a cancer survivor, whose right leg was amputated above the knee after a malignant tumor was discovered. Using a customized leg prosthesis, Terry attempted to run across Canada, from the Atlantic to the Pacific, to raise awareness and money for cancer research. Although he died before he finished his run, his courage and passion affected the lives of millions of people. He also accomplished his goals to increase cancer awareness and to raise money for cancer research. Today, the Terry Fox Foundation is going strong and has raised more than $800 million (Canadian) for cancer research (www.terryfox.org).

Authentic leaders understand their ownvaluesandbehavetoward others based on these values. Stated another way, George suggests that authentic leaders know their "True North." They have a clear idea of who they are, where they are going, and what the right thing is to do. When tested in difficult situations, authentic leaders do not compromise their values, but rather use those situations to strengthen their values.

An example of a leader with a strong set of values is Nobel Peace Prize laureate Nelson Mandela. Mandela was a deeply moral man with a strong conscience. While fighting to abolish apartheid in South Africa, he was unyielding in his pursuit of justice and equality for all. When he was in prison and was offered early release in exchange for denouncing his viewpoint, he chose to remain incarcerated rather than compromise his position. Nelson Mandela knew who he was at his core. He knew his values, and his leadership reflected those values.

A third characteristic of authentic leadership in the George approach is strongrelationships.Authentic leaders have the capacity to open themselves up and establish aconnectionwith others. They are willing to share their own story with others and listen to others' stories. Through mutual disclosure, leaders and followers develop a sense of trust and closeness.

George argued that people today want to have access to their leaders and want their leaders to be open with them. In a sense, people are asking leaders to soften the boundary around their leadership role and to be more transparent. People want to have a trusting relationship with their leaders. In exchange, people are willing to give leaders greater loyalty and commitment.

Self-disciplineis another dimension of authentic leadership and is the quality that helps leaders to reach their goals. Self-discipline gives leaders focus and determination. When leaders establish objectives and standards of excellence, self-discipline helps them to reach these goals and to keep everyone accountable. Furthermore, self-discipline gives authentic leaders the energy to carry out their work in accordance with their values.

Like long-distance runners, authentic leaders with self-discipline are able to stay focused on their goals. They are able to listen to their inner compass and can discipline themselves to move forward, even in challenging circumstances. In stressful times, self-discipline allows authentic leaders to remain cool, calm, andconsistent.Because disciplined leaders are predictable in their behavior, other people know what to expect and find it easier to communicate with them. When the leader is self-directed and "on course," it gives other people a sense of security.

Last, the George approach identifiescompassionandheartas important aspects of authentic leadership. Compassion refers to being sensitive to the plight of others, opening one's self to others, and being willing to help them. George (2003, p. 40) argued that as leaders develop compassion, they learn to be authentic. Leaders can develop compassion by getting to know others' life stories, doing community service projects, being involved with other racial or ethnic groups, or traveling to developing countries (George, 2003). These activities increase the leader's sensitivity to other cultures, backgrounds, and living situations.

In summary, George's authentic leadership approach highlights five important features of authentic leaders. Collectively, these features provide a practical picture of what people need to do to become authentic in their leadership. Authentic leadership is a lifelong developmental process, which is formed and informed by each individual's life story.

Authentic Leadership and Walumba et al.'s (2008) theoretical approach

In an effort to further our understanding of authentic leadership, Walumbwa and associates (2008) conducted a comprehensive review of the literature and interviewed groups of content experts in the field to determine what components constituted authentic leadership and to develop a valid measure of this construct. Their research identified four components: self-awareness, internalized moral perspective, balanced processing, and relational transparency. Together, these four components form the foundation for a theory of authentic leadership.

Self-awarenessrefers to the personal insights of the leader. It is not an end in itself but a process in which individuals understand themselves, including their strengths and weaknesses, and the impact they have on others. Self-awareness includes reflecting on your core values, identity, emotions, motives, and goals, and coming to grips with who you really are at the deepest level. In addition, it includes being aware of and trusting your own feelings (Kernis, 2003). A meta-analysis including 11 studies and more than 3,500 respondents found that emotional intelligence is significantly and positively related to authentic leadership (Miao, Humphrey, & Qian, 2018). Leaders with high emotional intelligence are more self-aware and able to benefit from reflection on their past experiences to improve their authenticity.

When leaders know themselves and have a clear sense of who they are and what they stand for, they have a strong anchor for their decisions and actions (Gardner et al., 2005b). Other people see leaders who have greater self-awareness as more authentic. More recently, research has shown that self-knowledge and self-consistency also have a positive impact on followers' satisfaction with leaders, organizational commitment, and perceived team effectiveness (Leroy et al., 2015; Peus et al., 2012).

Internalized moral perspectiverefers to a self-regulatory process whereby individuals use their internal moral standards and values to guide their behavior rather than allow outside pressures to control them (e.g., group or societal pressure). It is a self-regulatory process because people have control over the extent to which they allow others to influence them. Others see leaders with an internalized moral perspective as authentic because their actions are consistent with their expressed beliefs and morals.

Balanced processingis also a self-regulatory behavior. Although not completely clear from its title, it refers to an individual's ability to analyze information objectively and explore other people's opinions before making a decision. It also means avoiding favoritism about certain issues and remaining unbiased. Balanced processing includes soliciting viewpoints from those who disagree with you and fully considering their positions before taking your own action. Leaders with balanced processing are seen as authentic because they are open about their own perspectives but are also objective in considering others' perspectives.

Relational transparencyrefers to being open and honest in presenting one's true self to others. It is self-regulating because individuals can control their transparency with others. Relational transparency occurs when individuals share their core feelings, motives, and inclinations with others in an appropriate manner (Kernis, 2003). It includes the individuals showing both positive and negative aspects of themselves to others. In short, relational transparency is about communicating openly and being real in relationships with others.

SUMMERY

The practical approach provides prescriptions for how to be authentic and how to develop authentic leadership. For example, the George approach focuses on five characteristics leaders should develop to become authentic leaders. More specifically, George (2003) advocates that leaders become morepurposeful, value centered, relational, self-disciplined, andcompassionate.The essence of authentic leadership is being a leader who strongly demonstrates these five qualities.

Rather than simple prescriptions, the theoretical approach describes what authentic leadership is and what accounts for it. From this perspective, authentic leadership works because leaders demonstrateself-awareness, aninternalized moral perspective, balanced processing, andrelational transparency. Leaders develop these attributes through a lifelong process that is often influenced by critical life events. In addition, the literature suggests that positive psychological capacities and moral reasoning have a significant impact on authentic leaders.