Authenticity has become a mark for leadership - Deepstash

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The Authenticity Paradox

Authenticity has become a mark for leadership

Authenticity has become a mark for leadership

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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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.

Authentic leadership

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

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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.
  • Kurt Lewin's Leadership Styles

    Psychologist Kurt Lewin developed his framework in the 1930s, and it provided the foundation of many of the approaches that followed afterwards

    • Autocratic leaders ma...
    The Blake-Mouton Managerial Grid
    • With a people-oriented style, you focus on organizing, supporting, and developing your team members. This participatory style encourages good teamwork and creative collaboration.
    • With task-oriented leadership, you focus on getting the job done. You define the work and the roles required, put structures in place, and plan, organize, and monitor work.

    The best style to use is one that has both a high concern for people and a high concern for the task.

    Path-Goal Theory

    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.)