Authentic Leadership - Part 3

This is the third in a series of blog posts examining the subject of “Authentic Leadership.”

Part 1 was posted on June 6, 2016; Part 2 was posted on June 13, 2016.

Abstract

What does it mean to be authentic? What does authentic leadership look like? What are the qualities and characteristics of an authentic leader? What deterrents are there to being authentic? Is authenticity a help or deterrent to strategic communication? What is the place of vulnerability and truthfulness in being authentic? To what leadership models should authentic leaders be compared? In this series of blog posts we will address these questions along with the postulation that authentic leadership must be measured universally against the servant leadership model exemplified by Jesus Christ, and individually against the specific gifts and purpose each individual has been endowed with by their Creator.

Authentic Leadership – Part 3

In parts 1 and 2 of this series we have defined what it means to be authentic: Conforming to, copying, reproducing or having the same characteristics as an original. We have suggested that the best model of leadership to be emulated and conformed to is the selfless leadership exemplified by Christ.

What Deterrents Are There to Being Authentic?

Since authenticity is relative to a model of some kind, it should be noted that not all models are good. There are leaders who are authentically bad or even evil. However, since we are examining authenticity against the model of Christ and our created purpose, we will consider deterrents to being authentically good. There are many ways and means by which authentic Christ-likeness may be deterred. Anything that separates one from God has the capability to keep them from being authentic. We will touch on only a few potential deterrents.

A lack of social awareness can be a hindrance. Albrecht (2006) observes that those who are self-centered, preoccupied with their own feelings, needs and interests, and not open to the needs, feelings and interests of others, will find it difficult to gain acceptance and cooperation from others (p. 34). Albrecht also points out that extreme narcissism that renders one incapable of engaging in two-way relationships of mutuality, sharing and support is certainly a hindrance (p. 98). Perhaps one of the greatest deterrents is the misuse of power by a leader.

Power can be viewed in many different ways from corruptive power to benevolent

exertion of influence. Eisenberg, Goodall & Trethewey (2007) cite French and Raven with describing, “five types of social power, following the assumption that person A has power over person B when A has control of some outcome B wants” (p. 168). These five types are listed as: Reward power, Coercive power, Referent power, Expert power, and Legitimate power. Research conducted by McClelland & Burnham (1976) finds that managers that have a high “power motivation” achieve better results, as judged by the morale of those working for them. But they note that “power motivation” does not refer to dictatorial behavior but rather a strong desire to exert influence and to have impact (p. 120).

J.R.R. Tolkien’s Lord of the Rings is a study in the corruption of power. The narrator of the story bemoans, “Nine rings were gifted to the race of men who, above all else, desire power… The hearts of men are easily corrupted and the ring of power has a will of its own” (Walsh, 2001, Fellowship of the Ring). Bolman and Deal (2003) state, “There is no guarantee that those who gain power will use it wisely or justly” (p. 201). They further state, “there will always be temptation whenever gargantuan egos and large sums of money are at stake. Top managers too rarely think or talk about the moral dimension of management and leadership” (p. 219). That’s where the greatest potential for destructive use of power lies, when the moral dimension is ignored and personal egos and selfish gain are at the forefront. What is the antidote? If it is true that the moral dimension is “too rarely” thought about or talked about, then it should be brought to the forefront and addressed. Again, this is where the selfless model of servant leadership exemplified by Christ must be championed and continuously rehearsed to maintain authentic leadership. Strategic planning, effective communication, sound team building, achievement of goals, and accomplishment of objectives will only be enhanced when this model of authenticity is adhered to.   

(to be continued)

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NOTE: Please visit this blog site each week (a new blog is posted every Monday). This blog entry is part 3 of a series of blog posts examining the subject of Authentic Leadership. Part 1 was posted on 2017-07-10, Part 2 was posted on 2017-07-17

Next week: Part 4 - “Is Being Vulnerable and Truthful Prerequisite to Being Authentic?”

References:

Albrecht, K. (2006). Social Intelligence. The new science of success.

San Francisco: Josey-Bass.

Eisenberg, E.M., Goodall, H.L. & Trethewey, A. (2007). Organizational Communication.

 Balancing creativity and constraint. Boston, MA: Bedford/St Martin’s

McClelland, D.C. & Burnham, D.H. (1976). Power is the great motivator. Harvard

Business Review. Jan 2003, Reprint RO301J. Boston, MA: Harvard Business School Publishing

Walsh, F., Boyen, P. & Jackson, P. (2001). The Lord of the Rings. Fellowship of the ring.

            Screenplay. New Line Cinema, Wingnut Films Production.

Bolman, L.G. & Deal, T.E. (2003). Reframing Organizations. Artistry, choice, and

leadership. San Francisco: Josey-Bass