Making leadership authentic – ground-breaking book launched

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Recently launched book, The Authentic Leader, challenges dominant thinking about what it means for managers to be "authentic". Rather than look deep inside for their real self, managers should recognize that who we are constantly evolves depending on the choices we make and their consequences.


There is so much written about leadership these days that anyone could be forgiven for thinking that there is nothing new emerging, just so many people recycling old ideas to try and capitalize on the current major level of interest in all things leadership. But they would be wrong if a recently launched book is anything to go by.


A masterclass at Keele University, England, by author, Dr Neil Thompson, served as the launch for his new book, The Authentic Leader. An invited audience heard him emphasize the need for leaders to be ‘authentic’, but a very different authenticity from the type portrayed in so many leadership textbooks. The conventional idea is that authentic leaders need to be “true to themselves”, in touch with their “real” self. But is it wise to assume that there is such a thing as a ‘real’ or ‘true’ self underneath? Neil Thompson’s answer is no, it is not. Drawing on existentialist philosophy, he questions the very idea that there is a separate core self:


“Instead of thinking of ourselves as relatively fixed entities, with a ‘real’ self, on a journey through life, we should recognize that we ARE that journey. In technical terms, each of is a constant process of ‘becoming’. Who we are evolves throughout our lives as as we respond to the changing circumstances we find ourselves in. That’s what we need to be ‘true’ to – that’s where the authenticity comes in”, Thompson argues.


The key message of the book is that the core of effective leadership is being able to make a genuine human connection. This involves leaders taking ownership of their own actions and encouraging and supporting their followers in doing the same. Managers who simply issue orders encourage passivity and prevent staff from achieving their best, whereas an approach that encourages initiative and self-responsibility can boost confidence and morale.


“What we need”, Thompson adds, “is a culture of ownership, not a culture of blame. There are always choices, and choices always have consequences. Being alive to those choices and to those consequences is what good practice is all about. An authentic leader supports people in managing the choices they have to make by creating a sense of shared endeavor”.


Changing the way authenticity is to be understood makes a huge difference to what is expected of an effective leader and opens the way to some interesting developments in how leadership skills are taught and put into practice.


The Authentic Leader by Neil Thompson is published now by Palgrave Macmillan. Neil Thompson was formerly a university professor. he now earns a living as an independent writer and developer of innovative online learning resources. His website and blog are at www.neilthompson.info.


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