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What is authentic leadership? - Definition from WhatIs.com

Challenges To Authentic Leadership

Critics believe that authentic leadership can promote rigidity in those who use it as an excuse for not evolving their ideas following new challenges, experiences and insights.

Critics also say that authentic leadership's belief in presenting one's true self, and not a persona, can prevent someone from being an effective leader. 

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What is authentic leadership? - Definition from WhatIs.com

What is authentic leadership? - Definition from WhatIs.com

https://searchcio.techtarget.com/definition/authentic-leadership

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Key Ideas

Characteristics Of Authentic Leaders

  • Rejecting the idea of adopting a different persona.
  • Being self-aware and knowing their strengths and weaknesses.
  • Focusing on delivering results, particularly in the long term.
  • Being driven by the organization's mission and needs.
  • Having integrity and are guided by morals.
  • Being disciplined and committed to their own improvement and growth.
  • Possessing high emotional intelligence.

Measuring Leadership

An authentic leader inspires trust and loyalty in employees and has the ability to influence others and contribute to an organization's success. And all that can be learned and assessed.

Challenges To Authentic Leadership

Critics believe that authentic leadership can promote rigidity in those who use it as an excuse for not evolving their ideas following new challenges, experiences and insights.

Critics also say that authentic leadership's belief in presenting one's true self, and not a persona, can prevent someone from being an effective leader. 

SIMILAR ARTICLES & IDEAS:

Focusing On The Long-Term.

Authentic leaders focus on the long term. They realize that nurturing individuals and a company requires hard work and patience, but the approach pays large dividends over time.

Leading With Heart And Mind

Authentic leaders are not afraid to show their emotions, their vulnerability and to connect with their employees. They understand it doesn’t make them “soft” and that communicating in a direct but empathetic manner is critical to successful outcomes.

Mission-Driven And Goal Oriented

Authentic leaders are able to put the mission and the goals of the organization ahead of their own self-interest. They do the job in pursuit of results.

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Servant leadership

Is a leadership philosophy that is built on the belief that the most effective leaders strive to serve others, rather than accrue power or take control. 

Servant leadership vs. other leadership styles

The authoritarian leadership style:

  • The authoritarian style of leadership requires leaders to have total decision-making power and absolute control over their subordinates. Servant leadership upends the top-down power structure.

Similar leadership styles:

  • Ethical leadership urges leaders to show respect for the values and dignity of their subordinates. Servant leadership's emphasis on taking responsibility for the needs and desires of others.
  • Participative leadership style requires leaders to involve subordinates in setting goals, building teams and solving problems but keep the final decision-making in their own hands. Servant leadership includes some of these elements.
Attributes of a servant leader
  • Listening. A servant leader seeks to identify the will of a group and helps to clarify that will.
  • Empathy. A servant leader assumes the good intentions of co-workers and does not reject them as people.
  • Healing. Understand part of their leadership responsibility is to help make whole employees whose sense of self is precarious.
  • Awareness.
  • Persuasion. Servant leaders rely on persuasion not positional authority or coercion, to convince others.
  • Conceptualization. Balancing between thinking big and managing everyday reality.
  • Foresight. The ability to understand the past and see the present clearly to predict how the future will unfold.
  • Stewardship. CEOs, staffs and trustees all have a responsibility to hold the institution "in trust" for the greater good of society.
  • Commitment to the growth of people. Feel a responsibility to nurture the growth of employees.
  • Building community. Find ways to build community in their institutions.
Authentic Leaders

They are people of the highest integrity, committed to building enduring organizations. They have a deep sense of purpose and self-discipline, are true to their core values, dare to build th...

Character, Not Style

Leadership has to do with who we are as human beings and the forces that shaped us. Style is the outward manifestation of one’s authentic leadership

Authentic leaders must adapt their styles to fit the situation and capabilities of their teammates.

Real And Genuine

You can’t pretend to be an authentic leader for long because people will eventually sense the lack of authenticity, and ultimately you will not gain the trust of your teammates.

If you are real and genuine people will see you as trustworthy and willing to learn, they will respond positively to requests for help in getting through difficult times.

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Authentic leadership

Is a management style in which leaders are genuine, self-aware, and transparent. 

An authentic leader is able to inspire loyalty and trust in her employees by consistently display...

Components of Authentic Leadership
  • Self-Awareness: be aware of your trengths, weaknesses, and values and displaying them to your team.
  • Relational Transparency: remain genuine, straightforward, and honest with your team. Display the behavior you hope to see in your employees.
  • Balanced Processing: stick to your values when making decisions, but remain open to discussions and alternatve options.
  • Doing the right thing: focus on doing the right thing for the long-term success of the business, not yours.
3 ways to practie self-awareness as a leader
  • Seek feedback from the environment;
  • Use self-reflection to better understand your behavior;
  • Practice regular self-observation to stay aware of your feelings at all times.
  • Charismatic Leadership Style

    Max Weber defined charisma as “[a] certain quality of an individual personality, by virtue of which he is set apart from ordinary men and treated as endowed with supernatural, superhuman, or at ...

    History of charismatic leadership
    • In medieval times, leadership was mostly based on tradition. Most people never met their leaders and leadership was legitimized by the divine right of kings - charisma was not needed.
    • The 19th and the 20th century were full of charismatic leaders. Technological (newspaper, radio, and TV) allowed leaders to transport their charisma over long distances.
    • Our current globalized world and access to social media have led to another rise in charismatic leaders. On Facebook, YouTube, and Twitter, many people support leaders solely based on their charisma.
    Dangers of charismatic leadership

    Most of the dangers of the charismatic movement relate to this power.

    • Charismatic leaders lose support more quickly than other types of leaders.
    • They have to clearly be the best person for the job at hand – always and in any situation. This is why they often engage in a cult of personality and become resistant to criticism.
    • Things that charismatic leaders do to maintain their power are precisely the things that diminish it when their business, country, or other undertaking encounters problems.
    • When charismatic leaders use their position to motivate their followers to do things they would not normally do, the followers often feel betrayed once they suspect that they might not get the expected payoff. 
    • They often eventually take the praise of their followers too seriously and show narcissistic traits. They consider criticism as disobedience and expect total loyalty. 

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    “The biggest risk is not taking any risk. In a world that is changing really quickly, the only strategy that is gu..."

    Mark Zuckerberg, CEO of Facebook
    Skills Needed In Digital Leaders
    • Work together, complement each other, and function as a team.
    • Able to operate on and enable environments that are more dynamic, team-centric, and connected.
    • Lead and build teams and partner with the broader ecosystems, keep people connected and engaged, and drive a culture of innovation, learning, and continuous improvement.
    • Lead a workforce that includes contractors, the contingent workforce, and crowd talent.
    • Understand how different business functions, industries, and technologies come together to form solutions.
    • Comfortable and competent with risk-taking.
    Demographics And Leadership Destiny

    Millennials expect to be developed via opportunities, mentoring, and stretch assignments. However that is hard to come by in top-heavy companies. 

    Most millennials think their roles provide little development while most companies report they have excellent or adequate programs for Millennials.

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    The servant-leader
    The servant-leader

    Servant leadership is a very social leadership style.

    While traditional leadership is about the accumulating, hoarding and exercising (which often degenerates into abusing) of power by...

    Servant leadership as a powerful management style
    Research consistently reveals:
    • Servant leadership has a significant effect on employee commitment to a supervisor.
    • Servant leadership and employee satisfaction are strongly correlated.
    10 traits of servant leaders
    • Self-awareness. It helps to view situations from a holistic position rather than being self-centred.
    • Empathy. People need to be accepted for their special one-of-a-kind spirits.
    • Listening and reflecting upon what your team says is essential to the growth of the servant-leader.
    • Healing. Many people walk around with a variety of hurts. Good servant-leaders endeavour to support those with whom they come in contact.
    • Foresight. Seeks to understand the lessons from the past, the realities of the present, and the possible outcome of a decision for the future.
    • Conceptualisation. Visualising the big picture and thinking beyond day-to-day realities.
    • Relying on persuasion rather than hierarchical dominance.
    • Stewardship. It requires a commitment to serving the needs of others first and taking responsibility for the actions and results of your team.
    • Team growth. Commitment to the personal growth of every individual.
    • Community building. Human beings have an innate need to belong to a “tribe” of some kind.

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    Treat Others With Respect

    George Washington was a man of exceptional integrity who carried himself with dignity and self-confidence and was excessively loved among the masses.

    Whoever you’re talking to, treat them ...

    Always do The Right Thing

    Great leaders do the right thing even when no one’s watching. In the times of pseudo-leadership, it’s not hard to spot an authentic leader - someone who is fair, smart, and empathetic, like Martin Luther King Jr

    A true leader never shies away from voicing his opinions, breaking stereotypes, and doing the right thing - not just once but every single time.

    You Need Other People To Succeed

    Richard Branson knew that great things in business are never done by one person, they are done by teams.

    Branson aims to find the best candidate for a job, give them enough autonomy, then step back to give them a space to flourish. It not only benefits the business as a whole but also helps them to become a leader in their own right.

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    Addicted to charisma

    A leader who employs too much charisma can come to rely on this ability as an end unto itself.  Charismatic leaders can charm themselves. 

    Authentic leaders understand (...

    Becoming addicted to a charismatic leader

    An overly-charismatic leader draws focus from the rest of the organization by demanding all the attention. When the focus shifts to the personal characteristics of the leader, accountability is diminished.

    The followers can become overly dependent on the leader for all manner of large and small directions and decisions. The enterprise loses the ability to be resilient in the face of changing realities. 

    To avoid organizational dependency

    ... leaders must ask themselves:

    • Do I spend my time empowering others to make decisions, or does my involvement force people to look to me for answers?
    • How often do I dive into details that belong to others?
    • How do my actions and attention help – or prevent – others from taking greater responsibility and accountability for their actions?

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    Leadership Development

    Leadership development is viewed as a current and future priority. Despite efforts to produce and nurture new leaders, only 7 percent of senior managers think that their companies develop global le...

    Overlooking context

    Many training initiatives assume that the same group of skills or leadership styles are suitable without considering the strategy or organizational culture of a company.

    An excellent leader in one situation does not necessarily perform well in another. Focusing on context means equipping leaders with two or three competencies that will make a distinction to performance, rather than a list of leadership standards that is of no specific benefit.

    Separate reflection from real work

    Companies face a challenge when it comes to planning the program's curriculum.  Adults typically retain only 10 percent of what they hear in classroom lectures, but nearly two-thirds when they learn by doing. 

    The answer seems straightforward: tie leadership development to real on-the-job projects. While it is not easy to create opportunities that simultaneously address high-priority needs, companies should strive to make every major business project a leadership-development opportunity as well.

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