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Authentic leadership

By Debbie Carter (21-07-2006)
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Learning and Development News - Authentic leadership

‘Be yourself more ... with skill’ these were the opening words of Rob Goffee on the first morning of HRD 2006. His masterclass presentation on what makes an authentic leader was based on the findings of his research with Gareth Jones, and detailed in their recent book, Why Should Anyone Be Led By You? What It Takes to Be an Authentic Leader.


Goffee and Jones argue that leaders don’t become great by aspiring to a list of universal character traits. Rather, effective leaders are authentic: they deploy individual strengths to engage followers’ hearts, minds, and souls.


They are skillful at consistently being themselves, even as they alter their behaviours to respond effectively in changing contexts.


Using real-life examples like Richard Branson, Nelson Mandela and Greg Dyke, Goffee revealed three fundamental axioms about leadership: it is situational and good leaders are adept at sensing situations and reacting accordingly.


Leadership is non-hierarchical; our persistently held belief that leaders occupy only senior positions has in fact negatively influenced our capacity to understand leadership – successful organisations have leaders at all levels. Finally, leadership is built on the ability to cultivate and nurture relationships.
Goffee explained that their research over the past 25 years shows that great leaders show four behaviours, all linked to personal authenticity.


They show selective weakness – this occasional vulnerability gives them humanity and approachability. They use their intuition to interpret ‘soft data’ and to decide when and how to act. They manage using a tough empathy – caring deeply about the work their employees do. Finally, they capitalise on what makes them different to others – their own unique qualities.


Ultimately, effective leaders are great storytellers who can shape events into vision, signalling where the organisational challenge lies. As Goffee concluded: ‘Leadership isn’t a part-time job and leaders are more than role-players. Whatever the price of leadership, the prize is worth it. And it emerges in all kinds of places.’

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