Becoming more authentic: How leaders’ focus on personal development can lead to more authentic leaders

Abstract

The purpose of this study has been to look at how leaders’ focus on personal development can lead to more authentic leaders. The study is an evaluation of the process that has been done in the leader team in Intex becoming more authentic. The evaluation is done as a case study. Several sources of data have been used. The main source has been interviews with four of the leaders participating in the process. In addition, follow-up interviews with three employees have been done and the result from two cultural audits used (Great Place to Work and The Leadership Circle).

Through the analysis of data four categories were found, "To know the direction", "To know yourself and your potential for development", "To show the direction - Becoming clearer" and "Opportunity for authentic leadership".

I have used different theories in discussing my findings. When it comes to authentic leadership I have focused on the components of authentic leadership development identified and discussed by Avolio and Gardner (2005). When it comes to personal development I have focused on Kegan and Lahey’s (2009) theory on stages in adult mental development and on Joiner and Joseph’s (2007) theory on leadership agility.

My findings indicate that the leaders in Intex have become more authentic leaders. The leader team’s work on creating an envisioned future has helped them to know the direction. My findings indicate that the leader’s self-awareness has increased and that the leaders have become clearer. The process run in the leader team seems to be one of the reasons for this change. Other reasons can amongst others be a stable leader team for the past few years and that the leaders have learned from different experiences in life.