Authentic Leadership
by Randall L. Englund

from LEVERAGE, No. 41

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Many people in organizations lament that their leaders lack authenticity and integrity. When that feeling is prevalent, trust cannot develop, and the learning organization remains a fiction. But why are authenticity and integrity so important to project success? And how can managers create a culture that supports these qualities instead of undermining them?

Authenticity means that managers mean what they say. Integrity means that they do what they say they will do, and for the reasons that they originally stated. By linking intentions, words, and actions, authenticity and integrity connect the head and the heart. They help leaders establish credibility among their followers. Demonstrating these values in action often makes the difference between success and failure. Simply put, managers who don't "walk the talk" seldom motivate people to follow them.

Consider J.C.R. Licklider, known as the mentor for the generation who created computing as we know it. Licklider recognized good ideas and good people, and he had the competence and integrity required to win the respect of his disciples. Described as extremely intelligent, intensely creative, and hopelessly generous, he didn't care who got the credit for an innovation, as long as the organization accomplished its goals. He forged bonds with hundreds of people that stimulated them to do their best work and realize that they were a part of something much larger than themselves. Licklider epitomized the power of acting with authenticity and integrity.

Integrity "Crimes"
In my work, it is clear when team members sense a discrepancy between what leaders say and what they imply is important through their actions. Energy levels drop, and productive work slows down or even ceases. For instance, one project team set out with great enthusiasm to develop a strategy for the next year. It foundered, however, when the project manager advanced a particular agenda in order to carry out a request from a higher manager. Feeling a lack of respect from their leader and disconnected from their original purpose, the team members went through the motions of creating a plan but invested little heart-felt energy in the project.

Another team felt betrayed when its manager prodded it to complete an 18-month project in six months—an untenable goal given the group's staffing and capacity. By setting them up to fail, this directive violated the integrity of the dedicated, professional people who genuinely wanted to make a contribution to the organization. Although common in competitive, high-tech environments, pushing unrealistic schedules creates tremendous conflict and unrest. Not surprisingly, the team proved unable to meet the manager's expedited timetable and suffered serious morale problems.

Some might accuse the leaders in each of these cases of committing "integrity crimes." They failed to be fully honest and to treat others with respect. Why do these offenses occur so often in organizations? One reason is that measurement and reward systems based on short-term goals and bottom-line results often compel managers to compromise their commitment to workers' goals, aspirations, and vision. Some managers succumb to the pressure to satisfy those higher up the corporate ladder and only manage upward; they place a much lower priority on managing downward.

However, the most effective leaders balance their attention in both directions. They attend to their own values and are sensitive to the values of other people. They reflect on the situation and act based on their beliefs rather than react based on external demands. True leaders speak with honesty and authority, so that all concerned come to believe in the direction they choose.

Creating a Positive Culture
In many ways, the values of authenticity and integrity serve as the glue that holds an organization together. As employees come to trust their managers and grow comfortable taking risks, they ultimately contribute their best efforts. This kind of supportive environment unleashes boundless energy among workers, because they know where the organization is headed and what they need to do to help it reach its goals.

For instance, many teams face the problem of having too many projects in the pipeline. In a company that doesn't value honesty and respect, managers might prioritize and schedule projects without engaging the individuals charged with completing the projects. To the staff, these decisions may seem arbitrary and inconsistent with the business's stated values and goals. In this kind of environment, cynicism, complacency, and a sense of powerlessness corrode workers' initial enthusiasm.

On the other hand, openly involving team members in creating a strategic plan for evaluating, prioritizing, and selecting projects can help the group see how those decisions support the organization's stated goals. Successful managers demonstrate values-based leadership, share their thought processes, seek and sincerely consider input from others, and understand and encourage the desire of all involved to accomplish great results.

To nurture authenticity and integrity, be prepared to go against well-established norms, address followers' true needs, and be open to new ways of thinking (see "Creating an Environment for Successful Projects"). Effective leaders are known by the quality of questions they ask; therefore, ask reflective questions. Reward learning. Do something with learnings from projects to help make things better in the future, rather than punish mistakes or shoot the messenger of bad news. Work to build trust by being trustworthy and following through on commitments. Empower teams to act based on the results of their deliberations.


For instance, the general manager of one business unit within Hewlett-Packard recognized the need to involve staff members in prioritizing projects. Despite initial doubts that their input would be valued, the team members designed a plan for balancing the general manager's forward-looking vision with the realities of executing current projects. Instead of pushing his own agenda, the general manager embraced the recommended process. The true test came when the group applied their criteria in prioritizing a project list. One business manager felt threatened when a large project within his department was deemed a low priority. In the past, this particular manager would have found a way to implement it on his own. This very pattern of behavior had created some of the unit's current problems. But through open, face-to-face discussions, the entire group came to agreement on how best to achieve divisionwide goals. The leader's support for the integrity of the process created an environment that allowed this team to succeed

Making the Change
Most change efforts do not fail from lack of good ideas or robust strategies for implementing them. They falter when upper managers say one thing but do another. When managers speak without authenticity and act without integrity, they are like the naked emperor: They think that they appear clothed, but everyone else sees the truth. Leaders cannot ask others to change without first changing themselves. Fortunately, it is possible to find managers who act with authenticity and integrity—just look for the successful work environments that they create and the productive teams who reward them with their energy and loyalty.

Randy Englund is a senior consultant at Hewlett-Packard Company's Project Management Initiative in Palo Alto, California. He is coauthor of Creating an Environment for Successful Projects: The Quest to Manage Project Management (Jossey-Bass, 1997).