the Life Coach

Authentic leadership:
succeed by being real


ore of an art than a science, the mysteries of leadership have challenged leading thinkers throughout history – whether to determine optimal military strategies or to squeeze the most productivity from an employee. From this leadership research chaos has emerged an exciting development, leading to increased engagement and performance of employees or ‘followers’: the authentic leadership1 model.  This model reflects the complexities of today’s society and workforce, while providing a simple yet powerful message – be yourself. 

 
4 keys to authentic leadership 


1. Self-awareness: Understand your strengths and weaknesses.

2. Relational transparency: Present your authentic self to others by expressing true thoughts and feelings appropriately. 




3. Balanced processing: Leaders objectively analyze all relevant data and solicit contradicting opinions before making decisions.

4. Internalized moral perspective: Internal standards and values guide self-regulation and behaviour (vs. group or organisational pressures).
Authentic leadership 101 
There’s no clear formula, however, a clear sense of purpose answers, 'why am I doing this': authentic leaders desire to serve a greater purpose, and put the needs and development of others before themselves. A clear vision answers, 'what am I doing': authentic leaders align visions, driving shared goals between individuals and leaders, the group and the organisation. Clear values answer, 'how do I do it': authentic leaders have a strong sense of values and act according to these values.

As you navigate the complexities of leadership in your personal or professional life, strip away well-intentioned advice and go back to the best source – YOU. Build self-awareness, communicate transparently, and consider alternative views and opinions. You’ll tap into powerful leadership potential, simply by being true to yourself.  H&L 

1 Walumbwa, F, B. Avolio, W. Gardner, T. Wernsing, S. Peterson (2008) "Authentic Leadership: Development and Validation of a Theory-Based Measure." Journal of Management 34(1): 89.