Authenticity in Leadership

“The most important Quality a Leader should have is Authenticity”
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“The most important Quality a Leader should have is Authenticity”
It is agreeable that the most important quality a leader should have is authenticity. Because the temporary organizations are faced with some unique strains, there is reintroduced attention to what makes a great leader. Studies have shown that authenticity is the most important feature of a leader. Taking into consideration the level of past corporate indignities, one can be easily persuaded to trust that integrity and authenticity were not characters on which leaders focused (Leroy, Anseel, Gardner & Sels, 2015). Several leaders have realized the gains of the authentic leadership. Managers of various organizations now understand that they should lead more with the heart to allow them to obtain the best results out of their teams and several studies are claiming that individuals enjoy their work most when they recognize that they are bringing a difference and are supported to achieve their goals. High-performing and productive organizational teams eventually result in a better outcome (Renz & Herman, 2016). Therefore, the most important quality a leader should possess is authenticity because authenticity is the bedrock of the compassion leadership, determines the communication effectiveness of the organization, improves the self-awareness of the leader, supports continuous learning in the organization, supports negotiations between organizational members, and encourages positivity, among other elements of leadership.

Authenticity quality in leadership enhances compassion. A concerned leader, which results from authenticity, implies being able to react to the desires of workers, as well as the requirements of those persons outside of the business, including the local community in which the organization operates. Authentic leaders are inclined to develop the perceptive of the “greater good,” and they hold that it is significant to make a genuine difference to the followers with who they operate (Leroy et al. 2015). Furthermore, authenticity is the most important feature since it facilitates connection in the workplace. Authentic leaders accept that each person is unique and has different wants, needs, and norms. They further acknowledge that workers would wish to be rewarded and appreciated, and look for recognition and reward plans with which followers prefer (Renz & Herman, 2016). Authenticity allows leaders to react to persons as individuals, understanding their disparities. It can also be argued that authenticity is the most important quality because it promotes effective communication within the workplace. An authentic leader has open mediums of communication. He or she acknowledges the urge to communicate to enable other individuals to develop a sense of belonging in the workplaces. Authentic leaders also welcome persons to be part of conversations and stimulate feedback. The vision of these leaders is usually a reaction to the community’s need, and they inspire other individuals to go along with them on their path to the set vision (Renz & Herman, 2016).
Subsequently, authenticity in a leader improves the leader’s self-awareness. He or she knows the effect they have on others. Authenticity allows leaders to modify their tactics to realize the most effective influence as per the people’s needs. The strong feeling of self or identity provides the leader with the potential to be creative, inspire, and empower employees and be positive all the time, including the difficult times (Răducan & Răducan, 2014). Similarly, it can be claimed that authenticity is the most important quality since it is a determinant of continuous learning in the workplace. A good leader is determined by being authentic, which allows the leader to understand that there is usually an emerging issue to learn and they can enhance their expertise and how to apply their skills and knowledge. Authenticity allows leaders to be open-minded and do not become complacent of themselves and the environment around them with regards to their knowledge. Continuous learning is the root towards aching organizational change, creativity, innovation, and development (Răducan & Răducan, 2014).
References
Leroy, H., Anseel, F., Gardner, W. L., & Sels, L. (2015). Authentic leadership, authentic followership, basic need satisfaction, and work role performance: A cross-level study. Journal of Management, 41(6), 1677-1697.
Răducan, R., & Răducan, R. (2014). Leadership and management. Procedia-Social and Behavioral Sciences, 149, 808-812.
Renz, D. O., & Herman, R. D. (Eds.). (2016). The Jossey-Bass handbook of nonprofit leadership and management. John Wiley & Sons.