Recently I added a new division to my group at work. This new group does work that I am not a technical expert at but can conceptualize. As I have begun to on-board this group into my world I needed to think about the ways in which I want to connect with them.
This isn’t the first time I have inherited a team but previously I would have been new to the organization and there would not have been an existing relationship. I would have built relationships from scratch. The new team I added has an existing relationship with me. That relationship is not deep or significant but it does exist.
In my assessment of this new team I have found a number of cultural issues stemming from disconnected and cold management. My new team feels unheard and ignored and, truthfully, they have been. This leads me to feel they need an authentic leader approach so they feel they are being treated in a respectful and engaging manner.
I have always aspired to be an authentic leader and I feel if you asked the dozens of people I have managed over the last twenty years they would say I am. However, when assessing this situation and understanding the appropriate next steps it is useful to refer to Bill George’s Authentic Leadership model. According to his model there are five basic characteristics of authentic leadership: 1) Have an understanding of their purpose. 2) Have strong values about the right thing to do. 3) Establish trusting relationships with others. 4) Model behavior and act on their values. 5) They are passionate about their mission. (Northouse, 2015, p. 197)
Using this model I feel like I am on the right path.
1) Have an understanding of their purpose.
In this situation my purpose is to assess the organizational structure to determine the most effective future structure. Congruently, there is a need to assess the work culture and the opportunities for innovation available in the work.
2) Have strong values about the right thing to do.
With this new group I have met with every member of the team individually and have had three conversations. First, what type of work culture do they want and how can I help build that work culture. Second and third, I have asked each of them what is one thing we should stop doing today to be more effective and one thing we should start doing today to be more effective. These conversations have been wide-ranging and we have implemented immediate changes based on some of the feedback provided while some feedback needs to be considered before action can be taken.
3) Establish trusting relationships with others.
The individual meetings and subsequent informal interactions are all intended to establish relationships and build trust. It is through some of the immediate actions we have taken that trust will grow.
4) Model behavior and act on their values.
I go out of my way to ask members of this new team if there is anything I can do in support of their work. In each conversation I am as clear and as transparent about my motivations and my assessment as I can be. I show compassion to each of them as individuals and do my best to recall details about what is happening in their lives. In my daily interactions I am attempting to show each of them how I expect they should work together and with me. Additionally, I have repeatedly stated to them my expectations in direct and simple terms.
5) They are passionate about their mission.
I devote my time and energy to providing them with what they need from me to succeed. I go out of my way to interact with each staff member and continue to restate the value in the work that each of them are doing. I connect the intention of our work back to the mission of the overall organization to remind them our purpose. How can we best serve our university to its success?
Overall, this framework is very beneficial in thinking about opportunities to continue to grow and improve as I take on these new tasks. There are aspects of my growth to be an authentic leader that will take time and growth. However, these are the types of opportunities I seek to stretch my skill set, knowledge and self awareness.
Northouse, P. G. (2015). Leadership: Theory and practice. Thousand Oaks, CA: Sage.
jjo5099 says
Hello,
Your blog is interesting as you research to become an authentic leader and to doing so by having a genuine approach at yourself and not simply looking at the followers situations. Furthermore, you stating the 5 rules, or skills that are needed to become that leaders.
First you stated that purpose and strong values are needed for a leaders. As a leader needs to know what direction to take the team, also strong values are needed as they will be needed to maintain the team cohesive as the leader needs to do what is right all the time, or what is best solution for issues. Relationships and model behaviors as paramount to have the team continue to look up to a leader for answer to and to open the lines of communications. Finally, is the passion to lead. I believe that none ever assigns someone to be a leader, but a leader will seek to be in the position of authority, or they would simply pass on the opportunity. One can debate that a leader may take the position for the money and privileges of it and not for the passion to lead. In just case the passion would be for the privilege and compensation, but that passion would in return have the leader do what is needed for the team to succeed.
Thank you for the blog.
.
William Paul Bosanac says
Approaching this situation from the perspective of an authentic leader requires to not only look at the followers situation, but to honestly look at yourself first. Exploring your own experiences both positive and negative should have an impact on your assessment and behaviors of this particular situation. There is a connection between a few of Bill George’s Authentic Leadership Model characteristics and other perspectives that initially focus internally in order to recognize the behaviors needed to be an effective authentic leader.
George found that authentic leaders have a real sense of purpose. They know what they are about and where they are going (Northouse, p. 197). Although the purpose stated is to asses the organizational structure, it may be more appropriate to state that you have been in management for the last twenty years, are not a technical expert, and can get out of your own way to allow others to provide input. This first characteristic of George’s model aligns with the viewpoint from an interpersonal perspective, which focuses closely on the leader and what goes on within the leader. It incorporates the leader’s self-knowledge, self-regulation, and self-concept (Northouse, p. 196).
Establishing trusting relationships with others is where authentic leaders have the capacity to open themselves up and establish a connection with others. They are willing to share their own story with others and listen to others’ stories. Through mutual disclosure, leaders and followers develop a sense of trust and closeness (Courthouse, p. 199). Conveying to the team that you have typically built relationships from scratch and that you feel the existing relationship is present but not very deep is an example of opening yourself up. The team seems to have reciprocated this openness as they have conveyed to you that they feel ignored and unheard. Eagly’s (2005) perspective of the second way of defining authentic leadership is as an interpersonal process. This perspective outlines authentic leadership as relational, created by leaders and followers together (Northouse, p. 196).
George’s fourth characteristic is demonstrate self-discipline and act on their values (Northouse, p. 197). Self-discipline gives leaders focus and determination. When leaders establish objectives and standards of excellence, self-discipline helps them to reach these goals and to keep everyone accountable (Northouse, p. 199). You are a self disciplined individual that has demonstrated that with your twenty years experience. You make it a priority to devote your time and effort to your work and this is a direct reflection of how your followers can reach their goals. The developmental perspective, which is exemplified in the work of Avolio and his associates (Avolio & Gardner, 2005; Gardner, Avolio, & Walumbwa, 2005; views authentic leadership as something that can be nurtured in a leader, rather than as a fixed trait. Authentic leadership develops in people over a lifetime and can be triggered by major life events, such as a severe illness or a new career. (Northouse, p. 196). This new team being different from your teams from the past will allow you display the authentic leadership behaviors that you have acquired and nurtured over the last twenty years of management at the same time the self discipline that was demonstrated to sustain your leadership role directly correlates to the developmental perspective.
What is very important to recognize about authentic leadership is that one must first focus on themselves and be cognizant of their own positive psychological capacities, moral reasoning, and critical life events (Northouse, p. 220). Having the ability to be honest about yourself whether they are shortcomings, indiscretions, or accomplishments will be the first step in becoming a true authentic leader.
Northouse, P. (2016). Leadership theory and practice (7th ed.). Los Angeles, CA. Sage Publications.