Fortune – Why It’s So Hard to Be an Authentic Leader

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        Bill George

        Fortune: Why It Is So Hard to Be an Authentic Leader

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        Fortune: Why It Is So Hard to Be an Authentic Leader
        In the past decade, companies have shifted away from competency leadership models to the authentic leadership development model, prompting the Harvard Business Review to declare that “authenticity has become the gold standard for leadership.” Authentic leadership programs help leaders develop their character, their values, and the inner side of their leadership, which are essential to leading other people.
        Companies are recognizing that having authentic leaders at all levels results in superior long-term performance and reduces the impact of the so-called jerks who have caused so many problems.
        Yet being an authentic leader is much easier said than done.
        But in today’s more transparent world, leaders cannot “fake it to make it.” Inevitably, their colleagues know who is authentic and who isn’t.
        Through working with tens of thousands of authentic leaders in the past decade in classrooms and companies, our Harvard Business School leadership teaching team has heard myriad stories about leaders’ doubts, times they lost their way, and the crucibles they faced.
        Many of these leaders had worked in earnest to develop themselves as authentic leaders, yet still they went off track.
        The desire for external validation has brought down such celebrated leaders as General Electric’s Jeff Immelt, Wells Fargo’s John Stumpf, McKinsey’s Rajat Gupta, and Nissan’s Carlos Ghosn.
        These are but a few of the myriad stories of high-caliber leaders who let their need for external validation cause them to lose sight of their values and their ethics.
        How can leaders avoid these pitfalls and behave authentically?
        Because there are no precise measures of successful leadership, many leaders judge themselves by external metrics like stock prices, numerical results, salary increases, and promotions.
        For leaders to meet these latter standards, they must know themselves, their beliefs, values, and leadership pr


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