AUTHENTICITY HAS become the gold standard for
leadership. But a simplistic understanding of what it
means can hinder your growth and limit your impact.
Consider Cynthia, a general manager in a health
care organization. Her promotion into that role increased
her direct reports 10-fold and expanded
the range of businesses she oversaw—and she felt a
little shaky about making such a big leap. A strong
believer in transparent, collaborative leadership, she
bared her soul to her new employees: “I want to do
this job,” she said, “but it’s scary, and I need your
help.” Her candor backfired; she lost credibility with
people who wanted and needed a confident leader
to take charge.
Or take George, a Malaysian executive in an auto
parts company where people valued a clear chain of
command and made decisions by consensus. When a
Dutch multinational with a matrix structure acquired
the company, George found himself working with
peers who saw decision making as a freewheeling
AUTHENTICITY HAS become the gold standard forleadership. But a simplistic understanding of what itmeans can hinder your growth and limit your impact.Consider Cynthia, a general manager in a healthcare organization. Her promotion into that role increasedher direct reports 10-fold and expandedthe range of businesses she oversaw—and she felt alittle shaky about making such a big leap. A strongbeliever in transparent, collaborative leadership, shebared her soul to her new employees: “I want to dothis job,” she said, “but it’s scary, and I need yourhelp.” Her candor backfired; she lost credibility withpeople who wanted and needed a confident leaderto take charge.Or take George, a Malaysian executive in an autoparts company where people valued a clear chain ofcommand and made decisions by consensus. When aDutch multinational with a matrix structure acquiredthe company, George found himself working withpeers who saw decision making as a freewheeling
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