Authenticity has become the gold standard for leadership. But as INSEAD professor Herminia Ibarra argues, a simplistic understanding of what authenticity means can limit leaders' growth and impact. All too often, we tend to latch on to authenticity as an excuse for sticking with what's comfortable. But few jobs allow us to do that for long. In this article, Ibarra explains how leaders can develop an "adaptively authentic" style by experimenting with many different leadership approaches. It's OK to change tactics from one day to the next, she says. That's not being fake, it's how we figure out what's right for the challenges and circumstances we face. Three strategies can help you break free from a self-concept that's too rigid: (1) Learn from diverse role models. Growth necessarily involves some form of imitation, but don't copy just one person's leadership style. Borrow selectively from various people to create your own collage. (2) Work on getting better. Set learning goals--not just performance targets--to focus on the value of experimentation. Stretch the limits of who you are by doing new things that make you uncomfortable but help you discover by direct experience who you want to become. (3) Don't stick to "your story." Jettison outdated self-concepts and draw on personal narratives that fit your circumstances as you're taking on new challenges.

【書誌情報】

ページ数：9ページ

サイズ：A4

商品番号：HBSP-R1501C

発行日：2015/1/1

登録日：2015/1/14