Authentische, werte-basierte Führung in unsicheren Zeiten

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When I talk with my trainees about authentic, value-based leadership, invariably there comes the time when this gets questioned in one of the following ways:

• What about this example of leader XY who did this?
• What does that mean in terms of my environment where I see people advancing based other criteria (like, for example, having and getting more power)?
• How do I know this will be successful, when around me it seems like nobody cares whether you are an (… insert your word of choice) as a leader or not?

Similarly to the things mentioned in my article on unpopular answers, these questions are not easy to answer. In a world where it seems, particularly in corporate and very large businesses, like power and the willingness to get and hold onto that power are the main drivers in leadership, I can completely understand these questions and doubts. At the same time, for one, I have faith, in humans, and for two, there is much proof that being an …. and doing, I suppose, that version of authentic leadership, can also backfire. For three, there is also the lag of time it takes from discoveries in organisational psychology to be implemented in the business world.

Fritjof Bergman started talking about New Work in the 1970s. almost 50 years later, it is becoming a concept being implemented in more and more businesses, recognising that the current economies and businesses of rapid change and high complexity need people to be driven by a purpose even more so than ever before.

Authentic value-based leadership: Leading with integrity and purpose

In this climate the demand for authentic, value-based leadership is higher than ever before. With trust in large institutions and organisations eroding, leaders are expected – by employees and shareholders alike – to drive results and lead with integrity, emotional intelligence and a crystal clear sense of purpose that they carry with their team.

Some may scoff at authentic, value-based leadership as a moral ideal. However, it is a framework backed by science to foster trust, engagement and sustainable success.

What is authentic value-based leadership?

To make sure we are on the same page, let’s have a look at what authentic, value-based leadership is. At its core, authentic leadership is about being true to one’s self while leading others. Walumbwa et al. (2008) found that authentic leaders

• demonstrate self-awareness,
• are transparent in their relationships,
• balanced in their processing of information
• and are clear on their internal value compass.

By not having to spend a significant amount of their energy on being something or someone other than their authentic selves, they are conserving and able to use that energy in their daily dealings. Authentic, value-based leadership, when aligned with a leader’s core values, creates a basis for value-oriented decision making that resonates throughout an organisation. Having that internal value compass gives leaders the ability to by-pass short-term gains at the expense of trust or engagement, or give in to external pressures. So they can make decision in accordance with deeply held principles, and guiding leaders even in uncertain or ethically challenging situations.

The psychology behind authentic leadership

Scientific research in organizational psychology underlines the impact of authenticity. Hoch et al. (2018) conducted a meta-analysis and found a positive association between authentic leadership and employee job satisfaction, organizational commitment, and performance.

Leaders modelling authenticity create psychologically safe environments; in these psychologically safe work spaces people feel seen, respected, and empowered to contribute, driving the power of diverse teams, innovation and team performance.

More insights into the impact of value-based leadership are provided within self-determination theory (Deci & Ryan, 2000). According to this theory employees are most motivated and feel most fulfilled when their needs for relatedness, autonomy and competence are met. These needs are met in the conditions given by authentic leadership, which is based on transparent and consistent values and team support.

Now how do you build authentic leadership?

Authenticity is not something static, a permanent trait you are either born with or not. It is a practice. Leaders can learn to develop and cultivate it by:

1. Self-reflection: Regularly looking at and reflecting on one’s actions, motivations and values helps you create an internal compass and maintain integrity and alignment with that compass.

2. Seek feedback: Authentic leaders invite honest input from others and look for opportunities to develop.

3. Purpose-driven action: Leading from values means consistently evaluating and choosing actions that inform your deeper purpose, even when it’s hard.

Authentic leadership isn’t about perfection. It’s about about staying in touch with your internal compass, being present, checking your intentions and creating congruence. Leaders doing so are easier to ‚get a feeling for‘ for their teams, becoming more accessible to their teams, strengthening their credibility by being authentic and creating a team culture of trust and resilience.

In an increasingly complex and volatile market landscape, authentic value-based leadership provided a grounding force for organisations. As well as being supported by decades worth of scientific psychological research, it is a proven option to create impact where purpose, integrity and human connection at it’s heart.

As organizations strive to navigate an increasingly volatile landscape, authentic value-based leadership stands out as a grounding force. Backed by decades of psychological research, it offers a proven path to meaningful impact—one where integrity, purpose, and human connection come first.

Peaked your interest? Then get in touch. I work on authentic, value-based leadership with leaders all the time and look forward to hearing from you!

References:

• Deci, E. L., & Ryan, R. M. (2000). The „what“ and „why“ of goal pursuits: Human needs and the self-determination of behavior. Psychological Inquiry, 11(4), 227–268.

• Hoch, J. E., Bommer, W. H., Dulebohn, J. H., & Wu, D. (2018). Do ethical, authentic, and servant leadership explain variance above and beyond transformational leadership? A meta-analysis. Journal of Management, 44(2), 501–529.

• Walumbwa, F. O., Avolio, B. J., Gardner, W. L., Wernsing, T. S., & Peterson, S. J. (2008). Authentic leadership: Development and validation of a theory-based measure. Journal of Management, 34(1), 89–126.

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