This is the fifth 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; Part 3 was posted on June 20, 2016; Part 4 was posted on June 27,
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 5
In previous posts in this series on authentic leadership we
have defined what it means to be authentic. We have offered the servant
leadership of Christ as the model to be emulated. We have examined how a lack
of social awareness and a misuse of power are deterrents to authentic
leadership. And we have suggested that as leaders truthfully and honestly make
themselves vulnerable, authenticity is enhanced and power need not be
relinquished. Today we will conclude this series by looking at qualities and
characteristics of authentic leaders.
What are the
Qualities and Characteristics of an Authentic Leader?
The qualities and characteristics of an authentic servant
leader after the model of Christ include following after such traits as
humility, love, joy, peace, generosity, strength, courage, integrity, honesty, and
an organizational system built on interdependent relationships.
Eisenberg, Goodall and Trethewey (2007) define a system as,
“a complex set of relationships among interdependent components or parts” (p.
106). An organizational system of interdependence “refers both to the wholeness
of the system and its environment and to the interrelationships of individuals
within the system” (p. 107). A portion of scripture that is particularly
apropos when building and leading teams, is found in the book of Romans in the
Bible. The Apostle Paul gives a wonderful illustration of interdependence. He
writes…
3 For by the grace given
me I say to every one of you: Do not think of yourself more highly than you
ought, but rather think of yourself with sober judgment, in accordance with the
measure of faith God has given you. 4 Just as each of us has one
body with many members, and these members do not all have the same function, 5
so in Christ we who are many form one body, and each member belongs to all the
others. 6 We have different gifts, according to the grace given us (NIV Bible, Romans 12:3-6).
Paul’s exhortation to leaders in Christ’s Church is to
recognize and appreciate that each individual has a place in the whole and that
the whole cannot operate properly without all of its parts working
interdependently.
As to the question of what traits, characteristics and
qualities a leader must possess to work within an organizational system of
interdependence, Paul starts by stating one important trait: “Do not think of
yourself more highly than you ought” (v. 3). But then, after explaining that
every individual will be gifted somewhere within a list of seven different
categories of natural gifts and talents (vv. 6-8, a fascinating and
enlightening study in itself), Paul goes on to list more traits we should
embrace:
9 Love must be sincere.
Hate what is evil; cling to what is good. 10 Be devoted to one
another in brotherly love. Honor one another above yourselves. 11
Never be lacking in zeal, but keep your spiritual fervor, serving the Lord. 12
Be joyful in hope, patient in affliction, faithful in prayer. 13
Share with God's people who are in need. Practice hospitality (NIV Bible, Romans 12:9-13).
So leadership traits, characteristics and qualities will
include:
1.
Keeping our egos in check (don’t think too highly of
yourself, v. 3)
2.
Sincerely caring for team members (love sincerely, v.
9)
3.
Maintaining high ethical standards (hate evil, cling to
good, v.9)
4.
Being committed to your team members (be devoted to on
another, v. 10)
5.
Seeking recognition for the team above yourself (honor
one another above yourselves, v. 10)
6.
Maintaining zealousness (never be lacking in zeal, keep
your fervor, v. 11)
7.
Being joyful, hopeful, patient, faithful and hospitable
(vv. 12-13)
These traits and characteristics speak to the heart of the
leader. Wayne Cordeiro (2001) suggests that building teams, forging
relationships, and communicating effectively does not begin with a certain kind
of technique; it begins with a certain kind of heart. Such a heart, he states,
“constantly asks, How can I include
others? It anticipates the joy of sharing experiences, struggles and
victories, realizing that, like the body, we work best in teams—the way God
designed us to function” (p. 77).
Leaders may be authentically good, authentically mediocre,
or authentically evil, depending upon what model they strive to emulate. If
more leaders would seek to become authentic servant leaders after the model of
Christ Jesus, strategic planning, organizational health and operational
efficiency would certainly be enhanced.
_______________
NOTE: Please visit this blog site each week (a new blog is
posted every Monday). This blog entry is part 5 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, Part 3 was posted 2017-07-24, Part 4 was
posted on 2017-07-31.
References:
Eisenberg, E.M., Goodall, H.L. & Trethewey, A. (2007). Oganizational Communication,
Balancing
creativity and constraint. Boston ,
MA
Holy Bible, New
International Version (NIV) (1984). International Bible Society,
Zondervan Publishing House
Cordeiro, W. (2001). Doing
church as a Team. Ventura ,
CA
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