Creating Authenticity and Effective Leadership


The concept of authenticity has its roots in Greek philosophy: ‘To thine own self be true’. Genuineity has been described as the unobstructed operation of one’s true, or core, self in one’s every day enterprise. Nevertheless, dangers come up if individuals assume that their personal values take precedence over other standards. Some assume that this justifies unprofessional conduct, e.g. personal criticism of colleagues moderately than merely specializing in the issues. This undermines professionalism and might quickly contribute to a loss of motivation and breakdown of trust.

The belief that ‘our way is the perfect way’ is invariably a limiting and probably damaging viewpoint. In organizations, problems can emerge when systems are inadequate and managers lack the conviction required to surface problems and confront dysfunctional behavior. The success of any group can then be threatened by leadership failings that include poorly designed systems, resistance to feedback, and inability to anticipate changing requirements. The shortcomings embrace a lack of personal conviction, which is important when dealing with unacceptable behavior.

Effective leadership builds on 4 core components of authenticity. People who are considered ‘authentic’ demonstrate higher levels of self-awareness, insight and openness, and the ability to achieve ‘balanced processing’ of information.

Self-Awareness

This includes understanding your unique talents, strengths, sense of function, core values, beliefs and desires… are you open to new ideas, and receptive to feedback that helps you keep and develop this insight?

Balanced Processing of Data

Effectiveness builds on a willingness to consider a number of sides of an issue, together with other people’s views. Are you able to recognize that you may not see or recognize all the issues?

Relational Authenticity

Trust develops when there’s openness and truthfulness in shut relationships. We can use selective self-disclosure to acknowledge that we’re not perfect. How well do you build trust and appear genuine when working with others?

Genuine Behavior / Action

This involves responding to situations in a way that’s appropriate, in the context of your role, whilst respecting your core values. Do you behave (so far as potential) in a way that is constant with these values? Essential themes are explored in Seven Principles for Distinctive Performance.

Authentic Leadership is predicated on the idea that by means of increased self-awareness, self-regulation, and positive modelling, authentic leaders foster the development of genuineity in followers. The theory recommend that Authentic Leaders draw on their positive Psychological Capital or ‘PsyCap’ to make clear to others what’s required and generate positive energy. They create meaning and a genuine sense of goal, so that others develop a way of personal ownership and turn out to be ‘stakeholders’ in the activity.

Proof suggests that distinctive efficiency also requires additional steps. These embody ensuring adequate help/resources are in place, and inspiring discretionary effort by involving folks in creating and implementing options to problems. Use of 360 degree feedback, coupled with awareness of the Seven Rules for Exceptional Efficiency, build on the 4 elements of genuineity and help develop total effectiveness.

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