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Elements Of Clear And Genuine Management

August 29, 2020
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Lead through authenticity and transparency

Leadership styles vary through individuals, organizations, processes, environments, behaviors, beliefs, and cultures. Most leaders develop a list of traits, habits, techniques, steps, values, and principles based on learning and experience that enable them to address problem solving and running an organization challenges. Ackoff and Greenberg (2008) found that leadership is a continuous learning process, with driving forces of self-regulation, self-reflection and self-motivation that encourage room for failure, room for play and creativity.

Hence, many believe that leadership is a science and philosophy and cannot be taught through education, but can only be developed through lived experiences and perspectives gained from these activities (Ackoff & Greenberg, 2008). Additionally, aspiring leaders can identify traits, behaviors, and traits that professionals appeal when they want to lead through authenticity and transparency. The need for authentic leadership is more important today than ever, as the direct leadership position is not always related to great managers (Tineke, 2017).

Authentic leadership

Authentic leaders can be described as "a) a person who knows who they are and what they believe in, b) shows transparency between their values, ethical considerations and actions, c) focuses on developing positive emotional states such as trust, optimism, Hope focused, and resilience in oneself, and d) widely known and respected for their integrity "(Tineke, 2017, p. 6). Therefore, authentic managers maintain an efficient work environment that promotes long-term sustainability in a positive work culture and wins the trust of stakeholders. Tineke (2017) also describes the difficulties in leadership, especially in challenging times.

As every organization faces unique stressors, uncertain and complicated challenges, leaders must make decisions and renew decisions that restore the trust, hope and optimism of stakeholders (Tineke, 2017). Authentic leaders, however, aim to build self-confidence and identify leadership traits that add value to stakeholders. If the added value is not connected and a trusting relationship is not built, this can lead to the breakup of teams. The need for authentic leadership is therefore crucial for the direct success of the organizational results. Stakeholders need to trust that leaders keep their interests in mind when making critical decisions, and conversely, leaders need to trust the ability of stakeholders to carry out the related tasks.

Features and characteristics of authenticity and transparency

Although there are many versions of authentic guides, they usually have characteristics and make decisions that are based on truth and evidence-based facts. Authentic leaders do not manipulate followers. Maximizing personal and organizational accountability for actions, errors, and results related to accountability; high trust from members and companies (Van & Taris, 2014). In an authentic leadership style, recommendations are more reliable, valid and credible. Developing a trusting relationship with stakeholders therefore shows commitment to an approach that often leads to the expected results being exceeded (Tineke, 2017).

Transparency as a characteristic of executives enables equal access to information for all and aligns employees with the visions and goals of the company. Transparency obliges all employees to achieve faster problem solutions, to inform employees about updates, successes and feedback, to minimize power hierarchies and to exercise joint leadership immediately (Barnes et al., 2013). Authentic leaders who are transparent promote a cultural environment in which stakeholders are free to express independent viewpoints that cause the team to work faster towards a common goal. Both authenticity and transparency Leadership styles are based on truths and not on self-interest.

Create a dedicated workforce

Too often executives experience a time when they have to prove their skills and abilities to common stakeholders and build trust. The faster a leader builds trust, the less likely he is to encounter resistance and work more quickly towards a common goal. Studies have shown that leadership through an authentic and transparent leadership style promotes a committed workforce. Jiang and Luo (2018) found that there is a significant correlation between authentic and transparent leadership and the level of trust that stakeholders have in their organization. In this way, innovative solutions through authentic and transparent leadership are derived from mutual influences between executives and supporters for a mutual solution. Since authentic and transparent leaders are successful in their careers, it is important to remember to lead purposefully and not profit and not to confuse culture with securities (McLeod, 2017).


  • Ackoff, R. & Greenberg, D. (2008). Turn learning upside down. Upper Saddle River, New Jersey: Prentice Hall.
  • B. Barnes, J. Humphreys, J. Oyler, S. Pane Haden & M. Novicevic (2013). Go beyond the power of hierarchy to enable common leadership. Leadership & Organization Development Journal, 34 (8), 741-762. doi: 10.1108 / LODJ-01-2012-0015
  • Jiang, H. & Luo, Y. (2018). Creating employee trust: From authenticity to transparency to commitment. Journal of Communication Management, 22 (2), 138-160.
  • McLeod, L. (2017). Leading with Noble Purpose: How to Build a Tribe of True Believers. Wiley.
  • Tineke, W. (2017). Authentic Leadership Effectiveness: For Individuals and Teams - A Coaching Approach.
  • Van, D. & Taris, T. (2014). Authenticity at work: Development and validation of an individual degree of authenticity at work. Journal of Happiness Studies, 15 (1), 1-18. doi: 10.1007 / s10902-013-9413-3

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