A Case Study Exploration of Authentic Leadership Development in Kenya

In complex and challenging times many people seek for hope and encouragement from those who have influence. Authentic leadership style has been found to resonate as a positive form of leadership. This case study explores the development journey of three authentic leaders in Nairobi, Kenya. The selected leaders for the study had been rated highly on a 360 authentic leadership assessment as part of a leadership training course. The data consisted of information from the assessment reports and one semi-structured interview with each of the leaders and an observational session with one of the leaders in a management team meeting. Analysis of the data revealed that; 1.) Authentic leaders do not have a clear definition of their leadership, they are clear on what they do and how they do it and why they do, and in their description of these themes it clearly matches the literature definition of authentic leadership. 2.) Authentic leaders live and work by deeply held values that in fact seem like ‘a matter of fact way of life’, influenced by a positive interpretation of very critical and somewhat challenging times in their childhood. 3). They have a clear sense of purpose, they discern what needs to be done and persist at it till they achieve desired results. 4) Authentic leaders have deep respect for people and are passionate about developing people around them; they replicate their values, convictions and way of work within those they lead by leading an open, honest and very relational life. 4.) All the three leaders interviewed went through a process we shall call ‘formation’ in their late teen /young adult years.