Leading with authenticity and accountability: Insights and impacts

LEADERSHIP is often misunderstood as positions and titles without referring to decisions and actions.

- By Prof. Ajantha Dharmasiri

One common complaint around the globe is that the so-called leaders give lame excuses to avoid accountability of their own actions. It also shows the need for authenticity in required actions. It may be true not only for political leaders but of leaders representing all walks of life. Today’s column reflects on leadership lessons associated with authenticity and accountability.

Overview

Authenticity refers to being genuine in showing the real you. When applied to leadership, it involves acting with sincerity, integrity, and transparency. It also includes practicing of one’s core values in setting an example to his/her team members. Authentic leaders emphasise ethicality in inspiring, influencing and initiating. They are high in demand in a world where principles are compromised for privileges.

Steve Jobs was frank about his failures. Oprah Winfrey used to openly share her past struggles during her interactions with others. Jacinda Ardern, the former prime minster of New Zealand was known for showing her empathy and effectiveness together: Satya Nadella strived to transform Microsoft’s culture from “know it all” to “learn it all.” These all represent authentic leaders by one way or the other.

“Authenticity is when you say and do the things you actually believe. But if you do not know WHY the organisation or the products exist on a level beyond WHAT you do, then it is impossible to know if the things you say or do are consistent with your WHY. Without WHY, any attempt at authenticity will almost always be inauthentic.” This is how Simon Sinek advocated in his popular book, “Start with Why.”