ABSTRACT
The issue of ethics and morals in Authentic Leadership is a contentious one. The researchers who first developed the main Authentic Leadership construct that currently exists included within it a ‘moral perspective’ component that they argue should be present in any theory or model of Authentic Leadership. Ethics has been described as primarily a collective and communal enterprise, the same as organisational life itself –that it only really becomes relevant within a web of relationships, such as a business and the community that business is embedded within and serves. For example, in the book Authentic Leadership: Clashes, Convergences and Coalescences, Eilam-Shamir and Shamir report on research in which they found no particular evidence of a moral perspective in what they believed were the Authentic Leaders they studied. The group coaching approach is very powerful unlike many so called Authentic Leadership ‘training’ programmes or texts.
