4.1 Authentic leadership
Many commentators emphasise the value of being authentic in what we do and say, so it’s no surprise to find a focus on authenticity within leadership. This has become particularly important as people struggle to return to ‘normal’ following the global COVID-19 pandemic.
George (2003) explains authentic leadership as follows:
Authentic leaders genuinely desire to serve others through their leadership. They are more interested in empowering the people they lead to make a difference than they are in power, money, or prestige for themselves. They are as guided by qualities of the heart, by passion and compassion, as they are by qualities of the mind.
He goes on to suggest that authentic leaders demonstrate five qualities:
- understanding their purpose
- practising solid values
- leading with their heart
- establishing connected relationships
- demonstrating self-discipline.
Understanding your purpose is particularly important for an authentic leader, and this can be a challenging process, involving self-reflection and self-awareness.
Smith (2023) explains that, despite what many leaders think, your own leadership purpose shouldn’t be the same as your company’s vision or mission statement, or your own. (You’ll explore writing a leadership vision in Week 8). Instead, it should reflect ‘who you are as a person and how you bring those unique qualities into your leadership, so you can excel as a leader. First and foremost, leadership purpose is about your values and what in life is most important to you. It’s also considered your why statement—the cause, purpose or beliefs that motivate you in your work on a daily basis and about which you’re most passionate.’
Smith (2023) shares some examples:
- make the world a better place by helping leaders help themselves and their organizations
- advocate for growth, freedom and prosperity through hard work, risk-taking and connection
- create an environment where everyone can reach their highest potential.
If you’re inspired to develop your own purpose statement, Boulard and Cashman (no date), suggest using the three G model to define your personal purpose:
Start by drawing a Venn diagram that focuses on three overlapping areas, labelled grow, give and gifts:
Next, fill in each of the areas considering the following questions, suggested by Boulard and Cashman (no date):
Gifts – of all the attributes you possess, which two or three are your most valuable? How are these attributes, individually or in combination, unique to you?
Give – when you act on your gifts, who does that help and how? What positive influence can you have on an individual, a situation, or the world?
Grow – what are the situations or conditions that enhance your ability to act on your gifts? What is that final factor that allows you to give your gifts more powerfully and make an impact?
Once you've mapped these three elements, your purpose can be more clearly defined in the centre. They advise keeping your purpose statement to one sentence, and making it short, simple, memorable and useful.