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09
TRUST DESPITE
CONSTANT INSECURITY
Authenticity – a lever for a new understanding
of leadership and organisation
The study shows that authenticity – defined as CREDIBILITY
and RELIABILITY resulting from the correspondence between
leadership behaviour and inner values – is a powerful
factor, one that can contribute towards corporate success.
Especially in the current state of transformational change
– from the energy transition to the euro crisis, from globalisation
to digitalisation – it is important for companies to devote
special attention to such factors. After all, the speed and
complexity of the corporate environment mean that companies
have to adapt constantly and be prepared to change at
any time. In such uncertain times, leaving room for authenticity
can create the trust and security needed for employees
to go along with, and lend their support to, change.
Companies can create an environment that promote authentic
behaviour on the part of their managers and employees –
and thus achieve more than if they just demand authenticity
in their leadership model. Earlier in this report, we suggested
ways in which companies can create such an environment.
They include in particular:
1
VALUING
professional expertise and power
vested in personal attributes as opposed
to purely functional power
2
CREATING A
CORPORATE CULTURE
that values individuality and at the same
time promotes a sense of belonging
3
PUTTING IN PLACE
WORK PROCESSES
and a working environment that,
through their judicious design,
enable autonomous decision-making
reduce obstacles to authenticity
Starting points for an environment that promotes authenticity