Why Should Anyone Be Led by You?: What It Takes To Be An Authentic Leader

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Why should anyone be led by you? This is a great question for self-reflection for any leader, focused on your leadership identity, values and purpose. It’s also the title of a book of Rob Goffee & Gareth Jones, and a piece of research I use when working with startup founders to help shape and articulate their leadership style.

dear sir/ madam I am doing research related to topic mindflow, self-compassion and executive functioning in adolescent from Banaras Hindu University Varanasi India. How personally close should I be with my direct reports? This involves what is known as “social distance” and you want to use it skillfully. Establish a sufficiently personal connection to process the emotional elements in your working relationships but not so close that you can’t impose and, if necessary, enforce the challenging performance expectations you have of your staff. As inspiring as this research is, I fear it leaves out much of the elephant in the room that is the disruption being caused by the Digital Age. I might as well have been reading a piece from the 1980's. Should higher education remain primarily a utility, ie a tool that helps people acquire skills for jobs, traditional 4-year colleges will become dinosaurs regardless of how much "innovation" people from within the system attempt to bring in. I didn't hear specifics on embracing the myriad of new platforms towards which much of the new generation is gravitating. Nor were there specific about shifts towards life-long learning that defines the future job market, an to a greater extent the structure of the future of society and the critical role that higher education plays in it. If you're familiar with the Spiral Dynamics model, most the responses you'rve listed from University presidents, deans and provosts are the recycling of Green and Orange values that have defined higher education for over a century. The future requires higher education to be designed from the much higher Yellow level of values that anticipate institutional disruption ahead of time and be on the cutting edge of social changes, not react with an old model designed from the highest levels of Orange and Green. Social disruption has gone exponential requiring models of education, governance and everything else to become lean, resilient, and capable of continuance change and adaptation. As brilliant as university educators are, they simply don't see the future from the much higher level of consciousness that comes from the Yellow stage of human development. Hey Keith. I too have resonated with this emergent archetype, you might enjoy reading my deep dive into this phenomena as corresponds deeply with the title of this article!! More and more people and organisations are on the quest for authenticity of leadership. People want to be led by people they trust, respect and who are sincere. Goffee and Jones identify some key concepts – know and show yourself often, get close to your people but also keep your distance, and communicate with care.on 4/14/21 — Transdisciplinary Leaders, Leading and Leadership Towards Planetary, Developmental and Regenerative Communities, Cultures and Civilizations - 05/09/2021 We all know that leaders need vision and energy, but after an exhaustive review of the most influential theories on leadership--as well as workshops with thousands of leaders and aspiring leaders--the authors learned that great leaders also share four unexpected qualities. The first quality of exceptional leaders is that they selectively reveal their weaknesses (weaknesses, not fatal flaws). Doing so lets employees see that they are approachable. It builds an atmosphere of trust and helps galvanize commitment. The second quality of inspirational leaders is their heavy reliance on intuition to gauge the appropriate timing and course of their actions. Such leaders are good "situation sensors"--they can sense what's going on without having things spelled out for them. Managing employees with "tough empathy" is the third quality of exceptional leadership. Tough empathy means giving people what they need, not what they want. Leaders must empathize passionately and realistically with employees, care intensely about the work they do, and be straightforward with them. The fourth quality of top-notch leaders is that they capitalize on their differences. They use what's unique about themselves to create a social distance and to signal separateness, which in turn motivates employees to perform better. All four qualities are necessary for inspirational leadership, but they cannot be used mechanically; they must be mixed and matched to meet the demands of particular situations. Most important, however, is that the qualities encourage authenticity among leaders. To be a true leader, the authors advise, "Be yourself--more--with skill." They selectively show their weaknesses. By exposing some vulnerability, they reveal their approachability and humanity.

Why Should Anyone Be Led by You? changes forever how we view, develop, and practice the art of leadership, wherever we live and work. Inspirational leaders empathize passionately—and realistically—with people, and they care intensely about the work employees do. Maybe neither are the leaders we aspire for, when compared to Justin Trudeau, the current Canadian Prime Minister, who captured his leadership ethos with these words: I see, sense and intuit form this hybid form of story telling future possibilties for perceiving within the volutions dynamics. Albert KLamt on 12/21 - Integral Reflections on Science and Spirituality with Peter Merry and Nish Dubashia - 01/27/2021when we have no word we have a problem; but when we use a word beyond it's scope we also create a problem. Pierre GOIRAND on 12/21 – The Unintentional Bully: An Autoethnographic Reflection on Leadership - 01/09/2021

Franz Humer, the CEO of Roche, is a classic sensor. He is highly accomplished in detecting shifts in climate and ambience; he can read subtle cues and sense underlying currents of opinion that elude less perceptive people. Humer says he developed this skill as a tour guide in his mid-twenties when he was responsible for groups of 100 or more. “There was no salary, only tips,” he explains. “Pretty soon, I knew how to hone in on particular groups. Eventually, I could predict within 10% how much I could earn from any particular group.” Indeed, great sensors can easily gauge unexpressed feelings; they can very accurately judge whether relationships are working or not. The process is complex, and as anyone who has ever encountered it knows, the results are impressive. What a lovely and deeply nourishing exploration! I've been struggling with some of this lately - the constraints of perspectival approaches and the insufficiency of "transcend and include" as aBarbara A. Amodio, Ph.D. on 09/17 – An Integral Catholic Leader: Father Anthony de Mello, SJ - 02/07/2021 It’s not about the cult of personality, the perceived strength or weakness, rather facing the schisms in our country, the drifting performance of the economy and the challenges of Brexit, political leadership must always be viewed as a relationship between the leader and the led. To be a true leader, be yourself. Not necessarily. One of the most persistent misperceptions is that people in leadership positions are leaders. But people who make it to the top may have done so because of political acumen, not necessarily because of true leadership quality. What's more, real leaders are found all over the organization, from the executive suite to the shop floor. By definition, leaders are simply people who have followers, and rank doesn't have much to do with that. Effective military organizations like the U.S. Navy have long realized the importance of developing leaders throughout the organization. I have suffered from bullying as well and it leaves an indelible mark - and shows up in uncanny way in the context of adult life. For Weber, technical rationality was embodied in one particular organizational form—the bureaucracy. Bureaucracies, he said, were frightening not for their inefficiencies but for their efficiencies and their capacity to dehumanize people. The tragic novels of Franz Kafka bear stark testimony to the debilitating effects of bureaucracy. Even more chilling was the testimony of Hitler’s lieutenant Adolf Eichmann that “I was just a good bureaucrat.” Weber believed that the only power that could resist bureaucratization was charismatic leadership. But even this has a very mixed record in the twentieth century. Although there have been inspirational and transformational wartime leaders, there have also been charismatic leaders like Hitler, Stalin, and Mao Tse-tung who committed horrendous atrocities.

AMIT KUMAR on 8/31 – Leadership, Mindflow and the Integral Point of It All: The role of Integral Leadership in bringing mindfulness and flow to the workplace - 10/17/2021 Secondly, I anticipate economic turbulence ahead. Whereas in 2016 the UK economy grew the fastest of the G7, in Q1 of 2017 it was the slowest. Unemployment remains at its lowest in decades, but with inflation at a three-year high and rising, real wages are falling. Tax revenues and growth will suffer as inward investment falls and net migration of skilled Europeans tails off. Maybe it’s just me, but the economy was given little visibility in the Election and voters are blissfully unaware of the coming crunch. Ian Warder on 12/21 – Integral European Conferences: Where The Global Integral Community Meets - 10/11/2021 Sensing can create problems. In making fine judgments about how far they can go, leaders risk losing their followers.Authentic leadership: HBR emotional intelligence series. (2018). Boston, MA: Harvard Business Review Press. Personal uniqueness: the fourth quality of top-notch leaders is that they capitalise on their differences. They use what’s unique about themselves to create a social distance and to signal separateness, which in turn motivates employees to perform better. A third response that emerged in our research was that women play into stereotyping to personal advantage. Some women, for example, knowingly play the role of “nurturer” at work, but they do it with such wit and skill that they are able to benefit from it. The cost of such a strategy? We’ve yet to hear advice that tells the whole truth about leadership. Yes, everyone agrees that leaders need vision, energy, authority, and strategic direction. That goes without saying. But we’ve discovered that inspirational leaders also share four unexpected qualities: Authenticity: followers choose to be led by humans, not titles or credentials. Leaders must be able to identify and deploy their personal differences, foibles, and strengths to inspire employees to apply their energy and talents.