MacDonald Kanyangale
Abstract
There is a paucity of research on authentic leadership of top-level executives, especially in State-Owned Enterprises (SOEs). This conceptual paper aims to review the existing models of authentic leadership and propose a new and comprehensive framework of Authentic Strategic Leadership (ASL) in leading SOEs in Malawi. To pursue this aim, a background literature review on authenticity and authentic leadership was conducted in several peer-reviewed journals to identify the conceptual foundation and nature of authenticity and authentic leadership and dimensions, revealing different and interrelated aspects of authentic leadership in the existing models.
Six key dimensions of ASL of SOEs in Malawi are connecting authenticity to Self and organisation strategic direction, building organisational resilience, strategic authenticity, the iterative and authentic influence of internal and external stakeholders and collaborative and transparent drive of positive change and producing Direction, Alignment and Commitment (DAC). Based on the identified dimensions and gaps, a new framework of ASL of SOEs operating in a politicised context is proposed to guide practice and future research.