There are two approaches to authentic leadership, a practical approach, and a theoretical approach. The practical approach developed by Bill George focuses on the characteristics of authentic leaders. George found that “authentic leaders have a genuine desire to serve others, they know themselves and they feel free to lead from their core values” (Northhouse, 2016, p. 197). Leadership literature emphasizes the premise that anybody who wants to become an authentic leader must have a sincere willingness to serve and possess a strong sense of self-awareness. While our social conditioning can play a role in how we show up as leaders, it takes a great level of maturity to become selfless.
Think about the number of people that you served in the past two months. This includes your spouse, parents, friends, colleagues at work, or your clients. Maybe you were extra kind to your dog, shared a meal with an elderly neighbor, or treated your child to a new toy that he/she has long been asking for. What did it feel like to be in a place of service?
Johnson talks about altruism as one of the ethical perspectives or systems that leaders need to integrate into ethical decision-making, he advocates that “our actions should be designed to help others, whatever the personal cost” (Johnson, 2015, p. 170). This is easier said than done. Altruism is a universal value across cultures and one of the hardest to achieve because it directly opposes a primitive human drive, which is the urge to be concerned primarily with one’s own interests.
Motivation plays a key role in whether our service is authentic or inauthentic. Unhealthy motivation projects shadows of inner darkness in which the act of service can create more harm than good. Unhealthy motivation is where service emanates from a sense of insecurity, and the need to people-please or to seek approval; it is a byproduct of the “I am not good enough syndrome”. Whereas, healthy motivation comes from a place of love, understanding, and compassion; the epitome of authentic leadership.
Consideration reveals how easily one can be swayed by the rescuer mentality or act unintentionally due to unhealthy motivations. Establishing the intention before initiating action is one way of overcoming this challenge. Awaken to the source of motivation. How often do you reflect on your motivations before engaging in service?
Self-reflection is a key requirement for developing self-awareness. However, sometimes I find it hard to reflect on my strengths without coming off as haughty and it is even more difficult to discuss my weaknesses in public without feeling uncomfortable, or as leadership gurus call them, ‘opportunities for growth.’ An essential requirement for self-reflection is for it to be clandestine, meaning that it has to be done when nobody is looking, so you can be honest with yourself but also avoid negative feelings such as guilt or embarrassment.
How can you apply authentic leadership to your routine everyday roles?
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References
Johnson, C. E. (2015). Meeting the Ethical Challenges of Leadership (5th ed.). London: SAGE Publications.
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