Being authentic and transparent in a relationship, let alone in leadership, can be scary and risky. I recently read an article in Psychology Today that discussed authentic leaders and the need to behave consistently, have a good understanding of self, show authenticity through deeds, and maintain honesty in communication (Sindell & Sindell, 2014).
To truly know our self, we must “understand who we are, how we want to be perceived, as well as what we aspire to be” (Sindell & Sindell, 2014). This corresponds with Northouse (2013) and his intrapersonal definition of one viewpoint of an authentic leader, which focuses closely on the leader and the leader’s “self-knowledge, self-regulation, and self-concept” (p. 254). Essentially, life experiences have the power to form a genuine leader who leads with heart and conviction (Northouse, 2013).
Northouse (2013) discussed Bill George’s authentic leadership approach, which focused on the characteristics of authentic leaders. Based on George’s research, authentic leaders “have a genuine desire to serve others, they know themselves, and they feel free to lead from their core values” (Northouse, 2013, p.258). He goes on to break down the five basic characteristics authentic leaders possess based on George’s research which include, an understanding of their purpose, strong values about right and wrong, established trusting relationship with others, self-discipline and actions based on values, and passion about their mission (Northouse, 2013, p. 258).
So, how does a leader take their experiences and show genuine care and service to their followers? What is different about them from other leaders? As I consider a leader who acts authentically, I think of transparency. If I visualize something that is transparent, nothing is hidden. We can see through it, even in its solid and independent state. It is not weak or easily broken into, but rather open and forthcoming with what is inside. However, humans are not clear, in the same way that this coin purse is, so how do leaders show transparency?
(Sterling Mail Order)
Transparency is defined by Webster’s dictionary as “easy to notice or understand, honest and open, not secretive” (Merriam-Webster). I believe this supports Northouse’s (2013) points on relational transparency, and “presenting ones true self” (p. 264). In relationship transparency, we share both the good and bad parts of ourselves with others, which also means sharing our feelings and motives. I believe it is here that our past experiences can come to life and support our authenticity, thus creating relationships of trust.
I know I have felt more at ease with a leader when they show they are human and not above me. If I see them struggle with stress of a disappointment, it makes them human and I can relate to them for a moment. They might not share the details of the disappointment, but in a few words and actions, I can sense that they are being open and honest with me.
If we want to be an authentic leader, we need to be connected with our values, morals and decisions, so we can authentically share them with others. Northouse (2013) sums up relational transparency by saying that it is about “communicating openly and being real in relationships with others” (p. 264). This does not mean that we must share sensitive information with everyone, but rather that we should be open and honest in a genuine way with the information that is appropriate to share. If we take time to soul search, and understand what we truly believe and aspire to be, we can build strong and authentically trusting relationships with our followers.
References
Merriam-Webster. (n.d.). Transparent. Retrieved from Merrism-Webster Dictionary: http://www.merriam-webster.com/dictionary/transparent
Northouse, P.G. (2013). Leadership: Theory and Practice. Los Angeles: Sage.
Sindell, T., & Sindell, M. (2014, January 21). Real Leaders Don’t Say They Are Authentic—They Are Authentic. Retrieved from Psychology Today: http://www.psychologytoday.com/collections/201401/true-authenticity-being-real-in-life-work-realtionships-and-yourself/real-leaders?tr=HomeColItem
Sterling Mail Order. (n.d.). Sterling Mail Order. Retrieved from See Thru Coin Purse: http://www.smo.com.au/products.php?product=See-Thru-Coin-Purse
I could not agree more with leaders needing to be authentic. Most times one associates authenticity with honesty and trustworthiness. When you think about being authentic in a business environment to me it means being honest with the people you lead. As Northouse says “being honest is not just about telling the truth. It has to do with being open with others and representing reality as fully and completely as possible. Even when used with good intentions dishonesty contributes to the breakdown of relationships” (Northouse 2013). This is definitely true about how dishonesty damages relationships. For example where I work our management team is very secretive and what information they do provide is most often times not the truth. Consequently there is much distrust among the employees and management. It is a group divided, and most people have the feeling of it is us against them, which is very detrimental in a work environment.
Source:
Northouse, P. G. (2013). Leadership Theory and Practice 6th Edition. Sage Publication.
One thing that I’ve prided myself on since entering into management nearly 10 years ago is my desire to put myself in the shoes of those who report to me and present information in the way I know I would want to hear it. It’s a lofty goal and one I readily admit I don’t always hit. However, I couldn’t agree more that transparency is key. When workers feel that there is a hidden agenda by leaders within an organization, there are a range of negative emotions and corresponding actions that result. They often feel insulted that management thinks they aren’t bright enough to see past the façade. They may feel scared, fearing that their job is in jeopardy. It could also cause individuals to become angry, not fully understanding the reasoning behind certain decisions and attributing these to reasons that may not be accurate. The result in all of these situations can include loss of focus, reduced engagement, poor morale and many other unwanted behaviors.
About two years ago, I left one company to work for another. Being the new person, I wasn’t aware of the politics at play within the organization I joined. It took a while for me to sort through the different personalities and alliances that existed and this was an extremely uncomfortable time for me. Over this period of time, others must have expressed discomfort as well because a trend that emerged about a year into my arrival was the statement of, “in an effort to be as transparent as possible, I’m going to talk about…”
While nothing is perfect, it certainly has improved the morale of the workplace and I, for one, feel that we’re speaking more openly about what’s happening at all levels. I do agree that not everything needs to be said and think that timing, delivery and content are still important factors in transparent leadership. I think as a society we are becoming more distrusting of one another over time. However, if more leaders practiced a transparent approach, it could certainly set the right tone for how we should behave in and out of the workplace.
I couldn’t help but notice the similarities of authentic leadership to servant leadership. You mentioned how Bill George’s (2003) research points out that authentic leaders have a genuine desire to serve others, know themselves, and feel free to lead from their core values. One can plainly assume that servant leadership involves serving other, but based on Spears (2002) central characteristics regarding the development of servant leadership, we also see how servant leaders have an awareness of who they are, and that they lead by example (their own moral and ethically straight example).
Additionally, I agree with you in that when a leader is authentic he/she is also transparent. When I think about a leader being authentic or transparent, I feel that they are both synonymous with having nothing to hide. An authentic leader is genuine (Northouse, 2013). According to George (2003) they also know their “True North”. A transparent leader is see-through as you visually described with your image of a clear purse containing coins. With authentic leaders we can clearly see the value they possess. With transparent leaders we can clearly see their true colors.
Where I disagree with you is in your statement about not having to share sensitive information with everyone. To be genuine and transparent, I personally feel the leader must reveal all, not just the information he or she feels is appropriate. By their mere definitions alone, neither an authentic nor a transparent leader should be hiding anything.
References:
George, B. (2003). Authentic leadership: Rediscovering the secrets to creating lasting value. San Francisco: Jossey-Bass.
Northouse, P. G. (2013). Leadership: Theory and Practice (6th ed.). Los Angeles: Sage Publications.
Spears, L. C. (2002). Tracing the past, present, and future of servant-leadership. In L. C. Spears & M. Lawrence (Eds.), Focus on leadership: Servant-leadership for the 21st century (pp. 1-16). New York: John Wiley & Sons.