‘Authenticity is a collection of choices that we have to make every day. It’s about the choice to show up and be real. The choice to be honest. The choice to let our true selves be seen.'
- Brené Brown
Leadership has always been challenging. And even more challenging in difficult times. And the unique stressors and conditions facing organisations today are demanding a renewed focus on what effective and real leadership looks, sounds and feels like. The agile, competitive and shifting landscape is calling on leaders to not only increase productivity and value for money, but to also help people to search for meaning and connection; restore confidence and hope and provide new solutions to globally constructed problems.
There is a growing recognition amongst commentators (George, 2003; Luthans and Avolio, 2003; Seligman, 2002) that the only relevant and appropriate strategy to combat this turbulence is authentic leadership.
The concept of authenticity can be traced back to ancient Greek philosophy and the maxim, ‘Know thyself.’ A statement which was inscribed upon the Temple of Apollo in the ancient Greek precinct of Delphi. But it is a relatively new concept within the leadership space. Avolio, Luthans and Walumbwa (2004) define authentic leaders as, ‘those who are deeply aware of how they think and behave and are perceived by others as being aware of their own and others’ values/morals perspectives, knowledge and strengths; aware of the context in which they operate; and who are confident, hopeful, optimistic, resilient and of high moral character.’
Authentic leaders demonstrate a powerful convergence between their values and their behaviours. According to Michie and Gooty (2005), there are self-transcendent values (e.g. social justice, equality and broadmindedness) and benevolent values (e.g. honesty, loyalty and responsibility). They argue that leaders who hold positive emotions such as gratitude, goodwill and appreciation are motivated to behave in ways that reflect their values. This then fosters authenticity in teams which then leads to increased productivity and wellbeing. Burns (1978) would take this further by stating that transforming leaders then develop others into leaders. And the cycle continues.
Brené Brown tells us that, ‘Who we are is how we lead,’ and by recognising that our life story influences and shapes our leadership, we are able to position ourselves in a more informed place to maximise our desired authentic impact. We can do this by focussing on the essential characteristics offered by Bill George (2003):
To elevate our personal learning in each of these characteristics, it is helpful to frame them using Avolio and Gardner’s (2005) fundamental elements:
· Self-awareness
· Self-regulation
· Positive modelling
· Relational honesty
· Balanced processing
By deliberately, bravely and honestly working through these, we are able to enhance how we show up as authentic leaders and increase the relational authenticity that we have with our team. An interesting piece of research from Eagly (2005) illuminates the notion that women and other ‘outsiders’ who have not traditionally had access to specific leadership roles, may find it harder to achieve relational authenticity because they are not afforded the same level of legitimacy as leaders. It’s reassuring to hear that there is now a long overdue shift in this!
By spending protected time understanding our values, our story and our leadership identity; and taking supported action to reflect and reset, we are able to allow our authentic selves to show up, lead and achieve real success. This might not always feel comfortable or safe or easy but it will always be worth it. Whenever we lean into our own vulnerabilities, we give permission for others to do the same. And this fosters trust. And we all know what it feels like to operate in a trusted relationship. And conversely, what it feels like to operate in an untrusted relationship.
At the heart of authenticity is an acceptance that it is better to belong than to fit in. And a belief that we all deserve to belong. To be accepted and welcomed for exactly who we are. Without filter or fear of rejection. Once we’ve felt this, we never want it to end. And the most gorgeous thing is that this feeling, this belief, this idea, is available to us all; is in our control and is able to be created in any team, in any organisation. It just takes a little courage…
Much love, Amy x
References
Avolio, B. J. and Gardner, W. L. (2005) Authentic leadership development: Getting to the root of positive forms of leadership.
Avolio, B. J., Luthans, F. and Walumbwa, F. O. (2004) Authentic leadership: Theory building for veritable sustained performance.
Burns, J. M. (1978) Leadership.
Eagly, A. H. (2005) Achieving relational authenticity in leadership: Does gender matter?
George, W. (2003) Authentic leadership: Rediscovering the secrets to creating lasting value.
Luthans, F. and Avolio, B.J. (2003) Authentic leadership: A positive developmental approach.
Michie, S. and Gooty, J. (2005) Values, emotions and authenticity: Will the real leader please stand up?
Seligman, M. E. P. (2002) Authentic happiness: Using the new positive psychology to realize your potential for lasting fulfillment.
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