simple past dan present perfect

Authentic Leadership Rediscovered

 

Is becoming an "authentic leader" just an excuse for practicing a rigid management style? Bill George, who pioneered the idea, says critics don't understand what really constitutes an authentic leader.

 

 

by Bill George

“Authenticity has become the gold standard for leadership”

—Harvard Business Review, January 2015

In the last 10 years, authenticity has become the gold standard of leadership. This is a sea change from 2003 when I wrote Authentic Leadership. Back then, many people asked what it meant to be authentic.

Authentic Leadership was intended as a clarion call to the new generation to learn from negative examples like Enron, WorldCom and Tyco. In it, I defined authentic leaders as genuine, moral and character-based leaders:

"People of the highest integrity, committed to building enduring organizations … who have a deep sense of purpose and are true to their core values who have the courage to build their companies to meet the needs of all their stakeholders, and who recognize the importance of their service to society."

Authentic leaders demonstrate these five qualities:

• Understanding their purpose
• Practicing solid values
• Leading with heart
• Establishing connected relationships
• Demonstrating self-discipline

The following year the Gallup Institute and Professor Bruce Avolio, a well-known leadership scholar at the University of Nebraska-Lincoln, organized a definitive conference on authentic leadership in which the importance of leaders’ life stories became paramount.

In spite of widespread acceptance of authentic leadership—or perhaps because of it—several authors have recently challenged the value of being authentic, claiming it is an excuse for being locked into a rigid view of one’s leadership, being rude and insensitive, refusing to change, or not adapting to one’s style to the situation. These arguments appear to demonstrate a fundamental misunderstanding of what constitutes an authentic leader. Recommendations that leaders should accept narcissism, embrace their inner jerk, or focus on themselves will not work in the long-run.

In light of this public discussion, it’s important to rediscover authentic leadership as well as examine some of the recent mischaracterizations of it.

Authentic leadership is built on your character, not your style. My mentor Warren Bennis said, “Leadership is character. It is not just a superficial question of style. It has to do with who we are as human beings and the forces that shaped us.

Style is the outward manifestation of one’s authentic leadership, not one’s inner self. To become authentic leaders, people must adopt flexible styles that fit the situation and capabilities of their teammates. At times, authentic leaders are coaches and mentors, inspiring others and empowering their teammates to lead through the most important tasks without a great deal of supervision. At other times, authentic leaders must make very difficult decisions, terminating people and going against the will of the majority, as required to meet the situational imperative. These difficult actions can be taken while still retaining their authenticity.

Authentic leaders are real and genuine. You cannot “fake it till you make it” by putting on a show as a leader or being a chameleon in your style. People sense very quickly who is authentic and who is not. Some leaders may pull it off for a while, but ultimately they will not gain the trust of their teammates, especially when dealing with difficult situations. The widespread adoption of LinkedIn, Google and increasingly networked communities means that every leader has the informal equivalent of a “Yelp” score that will come to light. If people see their leaders as trustworthy and willing to learn, followers will respond very positively to requests for help in getting through difficult times.

Authentic leaders are constantly growing. They do not have a rigid view of themselves and their leadership. Becoming authentic is a developmental state that enables leaders to progress through multiple roles, as they learn and grow from their experiences. Like superior performances in athletics or music, becoming an authentic leader requires years of practice in challenging situations.

Authentic leaders match their behavior to their context, an essential part of emotional intelligence (EQ). They do not burst out with whatever they may be thinking or feeling. Rather, they exhibit self-monitoring, understand how they are being perceived, and use emotional intelligence (EQ) to communicate effectively.

Authentic leaders are not perfect, nor do they try to be. They make mistakes, but they are willing to admit their errors and learn from them. They know how to ask others for help. Nor are authentic leaders always humble or modest. It takes a great deal of self-confidence to lead through very difficult situations.

Authentic leaders are sensitive to the needs of others. One author has postulated, and I paraphrase, “What if your real self is a jerk?” People are not born as jerks, nor does this behavior reflect their authentic selves. Rather, these individuals likely had very negative experiences early in their lives that cause them to have difficulty in managing their anger, in part because they feel like victims or feel inadequate.

Situations like these indicate the importance of processing one’s crucibles: people need not feel like victims or stuff their experiences deep inside themselves. Rather, by understanding themselves and reframing their experiences, they can find the pearl inside that represents their authentic selves. That’s why exploring who they are and getting honest feedback from their colleagues are essential elements of becoming authentic leaders. That’s what Starbucks’ Howard Schultz did in coping with the severe challenges of his youth. It is also what made the difference for Steve Jobs when he returned to Apple nine years after his 1986 termination.

For all these reasons, authentic leaders constitute the vast majority of people chosen today for the key roles in business and nonprofits. Their emergence as the predominant way of leading has resulted from all we have discovered about leadership in the past decade.

Subject Verb Agreement

Ihsan Fadhilah

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A.      Multiple Choice

                                                                                                 

1. The sun _______.

    a) rises   b)rise

2. The ______ shine. 

    a) stars   b) star

3.we_ _____ roasting corn.

    a) you      b) were

4. _______ go straight ahead then turn left.

    a) I            b) you

5. My books_______ borrowed by him.

    a) were    b) are

6. Neither of the two students ________ in the library now.

    a) is           b) are

7. he_____ working 

    a) are        b) is

8. I______submit the task.

a) do       b) does

9. The manager _______ checked the documents.

     a) has       b) have

10. I will ________ been sleeping for an hour when you arrive.

     a) has       b) have

Error Analysis

1. The little girl spoke so quiet that I could hardly hear her.

The little girl spoke so quiet that I could hardly hear her. (adjective – adverb form)

. . . so quietly that . . .

2. Each driver should check the oil level in their car every three months.

         

Each driver should check the oil level in their car every three months. (pronoun-antecedent agreement) 

S= dianggap tunggal

. . . in his or her car . . .

3. I hated to ask Anita, whom is a very stingy person to lend me money.

         

I hated to ask Anita who is a very stingy person to lend me money. (commas nonessential interrupter)                                          kikir

. . . Anita , who is a very stingy person , to . . .

4. She decided to quit her high-pressured job, she didn’t want to develop heart trouble.

              

 She decided to quit her high-pressured job, she didn’t want to develop heart trouble

.(comma splice) sambungan

. . . job ; she . . . / . . . job , for she. . . / . . . job . She . . .

                                      
5. The flakes in this cereal tastes like sawdust.

         

The flakes in this cereal tastes like sawdust. Serbuk gergaji (subject-verb agreement)

. . . flakes (in this cereal) taste.. .  S=jamak

6. Much of my boyhood was devoted to getting into rock fights, crossing railway trestles, and the hunt

         

for rats in drainage tunnels.

Much of my boyhood was devoted to getting into rock fights, crossing railway trestles, and the hunt for rats                                      

                                      mencurahkan                                             

in drainage tunnels.(parallelism) . . . and hunting for . . .

7. When Turning on the ignition, the car backfired.

               

When Turning on the ignition, the car backfired. (dangling modifier) 

                            Pembakaran

When I turned on the ignition, the car backfired.

Turning on the ignition, I made the car backfire.

8. I asked the clerk if the store had Stevie Wonders latest CD.

         

I asked the clerk if the store had Stevie Wonders latest CD. (apostrophe)

                                                               Wonder’s

9. The decisions of the judge seems questionable.

         

The decisions of the judge seems questionable. (subject-verb agreement)  S = jamak

. . . decisions (of the judge) seem . . .

10. Earlier in the day, she took a taxi to the airport. Knowing that her time was limited.

         

Earlier in the day, she took a taxi to the airport. Knowing that her time was limited. (fragment)

Earlier in the day, she took a taxi to the airport, knowing . . .

11. Anybody who wants more dessert should give their order to the pastry chef.

         

Anybody who wants more dessert should give their order to the pastry chef. (pro.-antecedent agreement) 

S= dianggap tunggal
. . . give his or her order . . .

12. You must observe all the rules of the game, even if you do not always agree with it.

         

You must observe all the rules of the game, even if you do not always agree with it. (pronoun reference)

. . . with them. Them refers to : Rules of the game

13. Playing tag on the back lawn, I spotted first the turtle

         

Playing tag on the back lawn, I spotted first the turtle. (misplaced modifier)

Playing tag on the back lawn, I first . . .

14. Because he never fully realized how important a college education could be.

         

Because he never fully realized how important a college education could be.(fragment)

He never fully realized . . .

Because . . . . could be, he enlisted in the army.

15. Her and I have been good friends now for many years.

         

Her and I have been good friends now for many years. (pronoun case)

She and I . . .