Browsing the bookshop at Schiphol airport I picked up the Harvard Business School handbook on leadership which is supposed to contain the ten must-read articles of the last couple of decades. In the book you can find the usual taken for granted tropes and separations: that there is a difference between leadership and management, that managers are of course needed as well, it’s just that they don’t have what George Bush senior referred to as the ‘the vision thang’, that today’s speeded up world demands more leadership not less, and that if not all leaders need to be or can be transformational, they do at least need to be authentic.
One explanation for the move to authenticity is, as the particular chapter revealed, that there have been thousands of scholarly studies produced about leadership without our being any the wiser about how we might become good leaders ourselves. There is no recipe: ‘what a relief!’ (states the chapter). The answer, then, is to be our authentic leaderly selves. This involves being self aware and conscious of our story, being clear about our passions, responding constructively to feedback and learning how to empower others. All of this is brought about by the power of self-scrutiny. We pull ourselves up by our boot straps by scrutinising ourselves intensively and realising our own shortcomings. Continue reading