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Authentic leadership is relatively recent and, is based on the leader’s legitimacy and ethical relationships with truthful self-concepts that promote openness, with subordinates, colleagues and clients alike.

Authentic leaders are able to improve individual and team performance as a result of trust and naturally generated enthusiastic support. A compilation of  5 Tips for Authentic Leadership is proposed , based on insights from Brenda Ellington Booth and Brooke Vuckovic from the Kellogg School of Management website of 7 March 2016.

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It’s one thing to gain mastery of a particular function or skillset; it’s quite another to take responsibility for, and earn the respect of, employees from different backgrounds, functions, and cultures. . .

For many leaders, this transition is marked by a period of self-doubt. The newly appointed ask themselves: Am I tough enough? Extroverted enough? Can I deal with the constant exposure? Faced with this uncertainty, leaders naturally look for models they can emulate.

But interestingly, imitating the leadership styles of others may not be the best way to go. “People often think they need to change or mold themselves into an idealized version of leadership,” says Brenda Booth, a clinical professor of management at the Kellogg School. “This creates a kind of impostor syndrome. They think that if they are truly themselves, people won’t accept it” . . . 

This article is available to members of MENA-Forum only.

 

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