The Authenticity Paradox
An oversimplified understanding of what it means to be transparent can prevent your growth and limit your influence. When we feel out of our comfort zone, we can often use authenticity as an excuse for sticking with what's comfortable.
For example, a promotion into a leadership role can leave you feeling unsure of yourself. If you believe in superficial transparency, you may disclose all your insecurities to your company, and in the process, lose credibility with people.
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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...
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.
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.
Is a management style in which leaders are genuine, self-aware, and transparent.
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Psychologist Kurt Lewin developed his framework in the 1930s, and it provided the foundation of many of the approaches that followed afterwards
The best style to use is one that has both a high concern for people and a high concern for the task.
With this, you can identify the best leadership approach to use, based on your people's needs, the task that they're doing, and the environment that they're working in.
For example, highly-capable people, who are assigned to a complex task, will need a different leadership approach from people with low ability, who are assigned to an ambiguous task. (The former will want a participative approach, while the latter need to be told what to do.)