Training Industry Magazine - Summer 2014 - (Page 55)
BEHAVIOR ∆ CHANGE
B E CO M I N G A N
A u then t ic L E A D E R
- ANNE DRANITSARIS, PH.D. AND HEATHER DRANITSARIS-HILLIARD
Authentic
leadership
has
become
increasingly valued in the workplace as
leaders struggle to deal with a business
environment that is constantly changing
at lightning speed. Fast-paced growth and
change means that cognitively, leaders need
to be forward-thinking, strategic and able to
anticipate what might happen. Emotionally,
they need to be resilient, adaptable and
confident enough to stay ahead in the
marketplace. As a result, leaders must be
aware of how they are feeling and how their
behavior changes.
Authentic leadership is the capacity for a leader
to behave congruent to their values, ethics
and guiding principals with empathy, selfawareness and emotional self-management.
These leaders have the ability to separate out
their needs with the needs of the business
and are able to put those of the business
ahead of their own. Without self-awareness,
leaders unintentionally get in the way of the
pace their business needs to function at to
grow. Emotional self-management prevents
them from being reactive or self-protective
which often has negative consequences to
the business and employees.
AUTHENTIC LEADERS' CHARACTERISTICS
* Self-awareness: They manage their
emotional states by openly sharing their fears
and concerns with others so they may work
them through. They are not afraid of what
others are going to think or how they might
be judged for doing so.
* Confidence: They don't look for approval
from their employees or peers as they believe
in themselves. They make mistakes and
admit them without blaming others. They are
decisive and rely on their intuition and inner
guidance when making tough decisions.
* Caring: They build a strong bond with
their people by demonstrating empathy,
care and concern. They go out of their
way to be inclusive. Before deciding, they
gather information from their people, and
once decided, letting them know what the
decision was and why.
* Purposefulness: They lead others with
purpose, meaning and values and do not
compromise, even during challenging
situations. People want to follow them
because they are worthy of trust.
* Vulnerability: They openly share themselves
with others and allow themselves to be
vulnerable in their relationships. They have the
rare ability to be both honest and vulnerable,
which enhances their power as leaders.
* Sage: They have a combination of
experience, insight and knowledge and an
inner capacity for discernment that keeps
them on their desired course. They love to
share this with others and take the time to
coach and mentor.
BECOMING AN AUTHENTIC LEADER
This is a process, not a destination. The
process of becoming authentic is about
peeling off layers of ego and self-deception
and changing self-protective behaviors, to
emerge honestly and with integrity. It means:
* learning to reflect on feelings and subjective
experiences and be comfortable discussing
them with others.
T R A I N I N G I N DUSTR Y MA GAZ INE - SUMMER201 4 I WWW.TRAININGINDU S T RY . C OM/ MAGAZ I NE
* becoming honest about how they behave
in relationships and how they guard
themselves from being vulnerable.
* recognizing the dysfunctions they have
created in their organization by not leading
in alignment to their values.
* confronting the way they avoid
interpersonal conflict and emotional
discomfort and make excuses or rationalize
their behavior.
* developing empathy and caring about
what employees experience emotionally
and factoring feelings into their decision.
* learning that a successful bottom line
doesn't mean the people they lead are
thriving or they are happy.
BECOMING AN
AUTHENTIC LEADER
IS A PROCESS, NOT A
DESTINATION.
Leading at the speed of change means
getting rid of any misalignments,
incongruent leadership behavior or
dysfunctional team behavior. Authentic
leadership in organizations creates the type
of resilience, power and efficiency needed
to thrive in the current marketplace and
is richly satisfying to both leaders and
employees.
Anne Dranitsaris, Ph.D., & Heather DranitsarisHilliard are leading experts in personality and
behavioral change. They are the creators of
the Striving Styles® Personality System, and
authors of "Who Are You Meant To Be?" Email
Anne and Heather.
55
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Table of Contents for the Digital Edition of Training Industry Magazine - Summer 2014
From Where I Sit
Table of Contents
Guest Editor: Developing Emerging Talent Pipelines
The Inherent Inertia of Training
Stop Harping on Generational Differences
Learning to Live the Brand
Leading through a Merger and Acquisition
Organizational Change through Applied Learning
Influencing without Line Authority: A Key Skill for Virtual Project Managers
The Currency of Trust: The Difference between Flourishing and Floundering
Building Buy-in for Learning Investments
Sales Winners Sell Differently: How Selling Is and Isn't Changing
From Mind-Full to Mindful: The Intention/Instruction Intersection
The Implications of Organizational Forgetting
Casebook: ADP: Improving Sales Process Effectiveness
Sustaining Training's Impact
Managing at the Speed of Business
Becoming an Authentic Leader
What's Online
Company News
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