In the post
‘Servant leadership’ I touched the meaning of added
attribute(s) to the word ‘leadership’. Let me continue the subject with another
example.
‘Authentic
leadership’ puts an important stress on building leader’s legitimacy through
honest relationships with followers (their input is appreciated) and is built
on the ethical foundation thusly being able to improve individual and team
performance (from: Wiki).
Authenticity
has been explored throughout history, already in times of Greek philosophers. The
‘Authentic Leadership’ book written by Bill George in 2003 got the highest level
of acceptance as part of a modern management science.- Self-actualized person who is aware of strengths, limitations, and emotions and also shows real selves to followers;
- Able to put the mission and the goals of the organization ahead of own self-interest;
- Consistently talk truth;
- Exerting influence, having impact, and exercising integrity;
- More interested in empowering employees than in money or personal power;
- Leads with heart, not just mind;
- Having a lot of courage in being a visionary and focus on the long-term;
- Build teams and create communities;
- Demonstrating initiative(s);
- Committed to excellence rather than perfection;
- Draw their inspiration from their own lives;
- Leaving a legacy.
From the above
definitions I am still not able to differentiate “authentic leadership” from
just “leadership” since all the above are characteristics that an excellent leader
has. But let’s clarify further.
Throughout
my working carrier in different organizations I had different bosses. I
remember a boss that seemed to evoke many negative emotions. Although I was
still young at the time I was convinced that my performance was really good,
but I still mostly overlooked. My boss was quite formal with me, sometimes
appeared even tense if I compare his attitude toward the other fellow-workers.
When others got great work projects, wage raises, but I was never even
considered despite my obvious and impressive skills as perceived from other
co-workers. My impressions of the boss and his ability were for him to be
divisive, unfair, unappreciative, moody, and definitely prone to favoritism.
Years later, with more working miles, as well as being a boss myself too, I've
learned that human relations are two way street. If I want to get appreciation
I should give one too. If I want to change the communication I should start
changing it. If I want to transform attitudes others have toward me I’m the
first one to modify them. Most of relationships are to be evaluated and given effort
and attention to. To be able to do this, relationships are to be appreciated
for the learning opportunities they hold. And this is the root of a leadership
- it does not need any attributes attached.
Finally,
I’m still puzzled if the above descriptions are what most would describe as “authentic
leadership” or is it just another term for otherwise perfectly normal
relationship at work between a leader and employees?
Thanks for sharing the blog with us and letting me know about the book by Bill George. Will be getting one for me as it seems worth reading.
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