Leadership and Transparency: Here is how and why.

As many of you know, I have recently become affected by the actions of a leader who does everything in his might not to be transparent about his goals, activities and intentions (For what happened please refer to the blog entry: Pseudo-Authentic Leadership: A Case Study in Deception). Still brooding over the consequences and looking for a new (real) University to finish my PhD in Leadership Studies, I became more interested in how it can be possible for leaders to deceive followers. At the same time I also kept my mind open for positive examples of Transparent Leadership. Before I present a great example for transparency in leadership, I’d like to recap some of the authentic leadership literature in order to show why it is such an important component of effective leadership.

Open up, leaders: Maintain Transparency

Please take, for a moment, the perspective of one person you are working with (your employee, your associate, your colleague, your partner). Then, imagine trying to find out what it is like for them to see the intentions behind the things you do and say. It might be difficult, impossible or quite easy. In any case, it might help them to understand your position better. It might encourage them to follow your goals with more enthusiasm, to get involved and inspired by your ideas, or simply to stop them being overcritical about you. Transparency means that you open up to others and share; share your thoughts, ideas, values, goals, as well as your concerns, worries and shortfalls.

“What?”  (I can hear you say), “but then they’ll know that I’m not perfect! And, anyway, I have to and want to keep certain things to myself!” – Of course you do, and so you should. But consider carefully what kind of information, if shared, would support your cause, and when secrecy can be stifling for you - and your organization’s success.

The literature about authentic leadership considers transparency in relationships with followers a crucial component. Overall, authentic leaders communicate the objectives, principles and values of their organizations very efficiently; whilst this seems like an obvious thing to do for leaders and managers, it does not always happen. But transparency has also more personal aspects; one would be to give honest feedback on performance because leaders have a genuine interest in their followers’ progress. Another one would be not to shy away from discussing certain personal shortfalls with work associates; this can help leaders finding complementing talents and resources amongst staff members for a more successful completion of complicated tasks.

The equation is really very simple: if you want your workforce to be engaged, interested and working in your favor, then you have no choice but share with them whatever information you judge as appropriate, constructive and valuable for effectiveness.  Their increased trust and commitment will be the most immediate effects of a positive change in this direction.

On the larger scale: Data.gov

The example for increased transparency I found recently in a rather unexpected place: a website by the US administration: The Open Government Initiative. Suddenly, everybody with internet access and an interest in politics can look up what US leaders are up to. It’s not a ground breaking new idea, and some might say that this is the least you can expect as a citizen. Mind you, though, it is not something you should take for granted. They are on the right path, referring to values such as transparency, participation and collaboration. Everybody can read about up the ethical standards that apply for government executives on the Ethics section of the site, or browse the site to learn more about the government’s work on taxes, foreign policy or education.

Data.gov is really an interesting resource providing more transparency on important matters concerning US politics. If they can open up, you can, too. At least consider a more transparent approach with all your work associates, or try to envision what the effects could be of a more communicative strategy. You might wonder why you haven’t done it before.

I look forward to your comments and feedback on this issue. If you’d like to get in touch with me personally, please write to andrea@derlercoaching.com. Thanks.

References:

Illies, R., Morgeson, F.P., Nahrgang, J.D. (2005. Authentic leadership and eudaemonic well-being: Understanding leader-follower outcomes. Leadership Quarterly, 16, 373-394

Luthans, F., & Avolio, B.J. (2003). Authentic Leadership: A positive, developmental approach. In K.S. Cameron & J.E. Dutton & R.E. Quinn (eds), Positive organizational scholarship, 241-261. San Francisco: Barrett-Koehler