The myth of superleader

摘要

sible decisions for their organisation. Others talk of the need to build trust and raise emotional intelligence. In our view, much of this boils down to the authenticity of the leader. It is this that will determine if people are willing to follow them or not. Authenticity is about more than being trusted and having integrity (although these are vital). Authenticity is also about whether you live your values -whether there is a coherence between what you say and what you do. It is also about being brave enough to be open with people and about demonstrating a humanity that includes some vulnerability. You can maintain your authenticity while responding flexibly to different situations. For example, you may react differently in a crisis, or you may present differently to frontline staff than you would to senior managers because you want to focus on the particular range of issues and challenges that 'get them out of bed in the morning'. But your central values and purpose will remain constant and will be seen in the way you communicate, interact, make decisions and so on.