The Image Problem of Authentic Leadership

Authentic Leadership is suffering from an image problem. The majority of non-academic writings that I see do not look at it as the complex social phenomenon which it is. Even people who genuinely want to understand authentic leadership and feel very strongly about its importance in business, only look at it in a one-dimensional way. After a lengthy online-discussion about the nature of authentic leadership, I was utterly frustrated because I hadn’t learned anything new. All I did was to defend my position as a leadership scholar against some people who haven't thought things through yet (which is fine, but doesn't do the topic any favors). Consequently, I tried to figure out what it was that separated our points of view in such a fundamental way.

After a few days of brooding over this question I realized that the core of our (friendly) disagreement constituted not only a difference in world views, but I know now where some of the misperceptions about authentic leadership  come from.

Tunnel view, or: why we need to look beyond the Self

In short, many people get stuck in focusing on the Self. I totally agree that self-awareness (knowing yourself) is the basis for authentic leadership and many of my discussions cover that issue. Yes, authentic leaders must look inward, this being a totally personal and individualistic act. They must know themselves well, and be able to coordinate actions and behaviors with their true Self. For many managers, the discovery of their Self can be a life-changing event and help them become happier people and better leaders.

But self-awareness is only the starting point for our studies of authentic leaders. If you look further down the line, considering the social interactions leaders have and the complex organizational structures they are in, we realize that we need to understand more than the process of self-awareness. Leaders have to be able to look beyond their own Self, too. They need to incorporate the needs, expectations and opinions of their followers, in order to respond to them as effective leaders.

I am aware that is tricky, not only in theory. Many opposing concepts, principles, values and consequences between their Self and the outside world will pop up, and any leader has to struggle with these dichotomies on a daily basis. Still, it is through interactions and experiences with the outside world (= people) that leaders enhance their own, their followers’ and their organizations’ development and growth. Change can only happen when the status quo is being questioned, and that always involves opening up our own mind to others - and genuinely consider, as well as question, the expression of our own Self in our actions and behaviors.

Bottom line: If authenticity would only refer to my need to “accept myself as I am without apology” or to celebrate my “uniqueness” I could not only end up being pretty lonely but also as a rather ineffective leader.

The halo of Authentic Leadership

Another argument that I keep hearing is that we can’t study authenticity/authentic leadership scientifically. To me this sounds as if the topic is too personal, too precious, too complicated to understand- yes, too holy. I argue: we express our authenticity (and lack thereof) in tangible actions and behaviors. And the latter can be studied very well.

I have failed in the past to critically look at the concept of Authentic Leadership, too. Whilst I think it’s the most interesting concept I’ve come across, I’m also aware that it has flaws. It's not the only way to lead, and probably not the best strategy in all circumstances. Nevertheless, I know for sure that an esoteric approach to authenticity and authentic leadership renders us blind to its actual practicability and its use for managers and leaders, practitioners and coaches. Everyone seems to "know" what authenticity means, and most people then conclude that the discussion around authenticity should look the same as the discussion around authentic leadership.

Well, life and leadership are a bit more complicated than that.

With the awareness that there are many people out there who might disagree, I look forward to their critical comments and feedback.