A511.7.3.RB_DavisCarl
We’re at week seven and going strong! Thanks for stopping in
to see what’s on tap.
The focus of our reading this week was ethical, servant,
spiritual, and authentic relationship along with strategic leadership in
organizations.
We’ll focus on the aspect of authentic leadership and how it’s
applied. Authentic leadership is based on positive psychology and psychological
theories of self-regulation. The theory attempts to integrate earlier theories
about effective leadership with concerns for ethical leadership. The definition
of authentic leadership varies for different theorists, but they all emphasize
the importance of consistency in a leader’s words, action, and values.
Additional aspects of authentic leadership include positive leader values,
leader self-awareness, and a trusting relationship with followers. (Yukl, 2012,
p.351)
My take-away from learning about this concept is that it
essentially describes a leader who is real. Real in the sense that they are
truthful, trustworthy, ethical, and stable day after day. The people that work
with them can count on a known quantity being there when they get to work. The
reactions of the leader are predictable and of appropriate quantity, be it to
good or bad news. The leader does what they say they will while looking out for
the good of the employees and the company. The leader has the best interests of
her or his employees at the forefront of their decisions.
Working with a leader that exudes authenticity provides the
workers with a sturdy base from which to perform and grow. They have confidence
that they have a reliable advocate that is looking out for them as they do
their job. That knowledge is empowering, in and of itself.
In my six years as a senior manager for a corporation, I
have been developing and refining my leadership skills and style. Taking a moment or two to do some
self-evaluating, I believe I incorporate authentic leadership actively in my
style. There are aspects that allow me to somewhat stand out from my peers.
I strongly value the
dedication and effort of those that work for me. I make an effort to ensure
they know that I recognize and appreciate their efforts. When possible, I make
note of their contributions in the presence of their peers. I have also made an
effort to learn which people like to be recognized publicly and which do not. I
tailor the recognition accordingly. I value people who recognize my preferences,
as well.
Another part of my leadership style revolves around
information sharing. I highly value people that have been willing to share and
pass along information. I keep my team informed. I want them to have a picture
of the situation we are in, what we face, and where we are going. They need the
information to make decisions as they go through the day.
Stability is another facet of my style. This has been one of
the tougher skills to hone, but I value having a supervisor that doesn’t “fly
off the handle”. Whether the news is good or bad, and especially if the news is
bad, I demonstrate that I recognize the issue without reacting in a way that may
shut-down or otherwise turn-off the message bearer. The absolute last this I
want is for those who are trying to keep men informed to feel they cannot.
In an article by Goffee and Jones (2006) we read about some
leaders that maintained or demonstrated their authenticity via various means. They
embraced their uniqueness and leveraged it as a part of their leadership style.
Whether it was the way Bill Gates maintained his geekiness, the unique way John
Harvey-Jones dressed, or the way nurse Carol Browne maintained her charm and
poise in uniting multiple levels of hospital staff in their care for her
patients, their authenticity garnered a reaction from those with whom they came
in contact. (Goffee and Jones, 2006, p.32-33)
I, too, have attempted to preserve my uniqueness at work. The
attire I choose, usually a two-piece suit, has become so familiar that on days
I do not wear a tie people comment. I have maintained my sense of humor and my
love of learning. I share what I learn and the people that work for me know and
appreciate that I do.
Alas, I am still human. I occasionally have moments of
doubt, selfishness, frustration, elation, and a myriad of other feelings that all
of us are capable of having. I recognize that the people that work for me are
human, too. I have even had the occasion to shed a tear in front of my team in
a moment of deep pride of what we had accomplished. Their reaction left no
doubt that they appreciated being there for that very real moment.
My leadership style will always be a work in progress
because the situation I face is different every day. I owe my family, the people
that work for me, and my company the effort to be the best leader I can for
them. Being authentic is a cornerstone of that leadership.
I look forward to seeing you next week!
Yukl, G. (2012). Leadership in Organizations (S. Yagan Ed.): Pearson Education, Inc.
Goffee, R. a. J., Gareth. (2006). Getting
personal on the topic of leadership. Human
Resource Management International Digest, 14(4), 3. doi:
10.1108/09670730610666382
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