Authenticity: Frame of Mind?

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How do we untangle inauthenticity? Does the fruit of being authentic produce authenticity in others? The question will be addressed later, but first, let us extract a thought from the early third century. According to scholars, Augustine of Hippo, a son born to an agnostic father and a pious Christian mother, is known for the saying, "So material a difference does it make, not what ills are suffered, but what kind of man suffers them" (Dods, 1971, p. 133). What can be extracted from the saying that is applicable today in the context of leadership for refining those in positions of organizational influence?

When leaders encounter difficult situations, those situations offer an opportunity to uncover what character underlies their default way of performing, but it rarely improves it. In other words, adversity reveals weaknesses to strengthen one's character. Leaders can, however, remain authentic as they encounter challenges and learn to adapt, grow, and benefit from adverse experiences, thereby sharpening their ability to influence others. Staying authentic is difficult, but with routine application, untangling inauthenticity can be achievable. How is it done?

When leaders operate from a position of authentic behavior, scholars note that these behaviors manifest as truth-tellers, avoiding deceitfulness to themselves and others (Bass, 2008, p. 223). Next, authentic leaders are unashamedly open to admitting errors when needed, taking responsibility for faults and mistakes. Finally, although imperfectly, they are astute and aware of situational dissatisfiers that can affect their mood and practice self-regulation. Ultimately, staying true to personal values is the core concept of authentic leadership (Leroy et al., 2012).

It is helpful to reflect on and appreciate the wisdom recorded through the centuries by those who were enlightened before us. Remembering that adversity often reveals what we are made of, and rarely sharpens one's character, while most often opening our eyes to areas that need improvement. Those in positions of influence can take heart and not fret, knowing that a key component of effectual influence involves authenticity. When authenticity is vibrant, others will demonstrate the exact likeness as they perceive examples of authentic behavior. Individuals in roles of leadership can daily practice habits of being honest with themselves and others, practice habits of admitting mistakes when they occur and learn from them collectively, practice self-control during situations that threaten one's bearings and tendency to express irritation, and finally, stay true to core beliefs, values, and convictions held at the root of one's person.

References:

Bass, B. M. (2008). Ethics & Leadership. In The Bass Handbook of Leadership: Theory, Research, & Managerial Applications (4th ed., pp. 199-238). Essay, Simon & Schuster.

Dods, M. (1971). The City of God. In Great Books of the Western World (Vol. 18, pp. 129–620). Encyclopedia Britannica.

Leroy, H., Anseel, F., Gardner, W. L., & Sels, L. (2012). Authentic leadership, authentic followership, basic need satisfaction, and work role performance. Journal of Management, 41(6), 1677–1697. https://doi.org/10.1177/0149206312457822