The idea of authenticity has its roots in Greek philosophy: ‘To thine own self be true’. Authenticity has been described because the unobstructed operation of one’s true, or core, self in one’s every day enterprise. However, risks come up if folks assume that their personal values take priority over other standards. Some assume that this justifies unprofessional habits, e.g. personal criticism of colleagues quite than merely focusing on the issues. This undermines professionalism and might quickly contribute to a lack of motivation and breakdown of trust.
The belief that ‘our way is the perfect way’ is invariably a limiting and potentially damaging viewpoint. In organizations, problems can emerge when systems are inadequate and managers lack the conviction required to surface problems and confront dysfunctional behavior. The success of any group can then be threatened by leadership failings that embrace poorly designed systems, resistance to feedback, and inability to anticipate altering requirements. The shortcomings embody a lack of personal conviction, which is vital when dealing with unacceptable behavior.
Efficient leadership builds on four core components of authenticity. People who find themselves considered ‘authentic’ demonstrate higher ranges of self-awareness, perception and openness, and the ability to achieve ‘balanced processing’ of information.
Self-Awareness
This involves understanding your distinctive talents, strengths, sense of function, core values, beliefs and desires… are you open to new ideas, and receptive to feedback that helps you keep and develop this insight?
Balanced Processing of Information
Effectiveness builds on a willingness to consider a number of sides of a difficulty, including different folks’s views. Are you able to acknowledge that you could be not see or appreciate all the issues?
Relational Genuineity
Trust develops when there’s openness and truthfulness in close relationships. We can use selective self-disclosure to acknowledge that we’re not perfect. How well do you build trust and seem genuine when working with others?
Authentic Habits / Action
This includes responding to situations in a way that is appropriate, within the context of your role, whilst respecting your core values. Do you behave (as far as attainable) in a way that is constant with these values? Vital themes are explored in Seven Principles for Exceptional Performance.
Genuine Leadership relies on the concept through increased self-awareness, self-regulation, and positive modelling, authentic leaders foster the development of authenticity in followers. The idea recommend that Authentic Leaders draw on their positive Psychological Capital or ‘PsyCap’ to make clear to others what’s required and generate positive energy. They create which means and a genuine sense of goal, so that others develop a way of personal ownership and grow to be ‘stakeholders’ in the activity.
Proof means that distinctive performance also requires additional steps. These embrace ensuring adequate assist/resources are in place, and inspiring discretionary effort by involving individuals in developing and implementing options to problems. Use of 360 degree feedback, coupled with awareness of the Seven Rules for Exceptional Performance, build on the 4 components of genuineity and assist develop total effectiveness.
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