Authenticity Has Become the Gold Standard for Leadership
Authenticity has become the gold standard for leadership. But a simplistic understanding of what it means can hinder your growth and limit your impact.
Consider Cynthia, a general manager in a health care organization. Her promotion into that role increased her direct reports 10-fold and expanded the range of businesses she oversaw—and she felt a little shaky about making such a big leap. A strong believer in transparent, collaborative leadership, she bared her soul to her new employees: “I want to do this job,” she said, “but it’s scary, and I need your help.” Her candor backfired; she lost credibility with people who wanted and needed a confident leader to take charge.
Or take George, a Malaysian executive in an auto parts company where people valued a clear chain of command and made decisions by consensus. When a Dutch multinational with a matrix structure acquired the company, George found himself working with peers who saw decision making as a freewheeling contest for the best-debated ideas. That style didn’t come easily to him, and it contradicted everything he had learned about humility growing up in his country. In a 360-degree debrief, his boss told him that he needed to sell his ideas and accomplishments more aggressively. George felt he had to choose between being a failure and being a fake.
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