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1、MANAGINGYOURSELFDiscoveringYourAuthenticLeadershipWeallhavethecapacitytoinspireandempowerothers.Butwemustfirstbewillingtodevoteourselvestoourpersonalgrowthanddevelopmentasleaders.byBillGeorge,PeterSims,AndrewN.McLean,andDianaMayerURINGTHEPAST50YEARS,leadershipscholarshavecon-ductedm
2、orethan1,000studiesinanattempttodeter-minethedefinitivestyles,characteristics,orpersonalityDtraitsofgreatleaders.NoneofthesestudieshasproducedBLACKaclearprofileoftheidealleader.Thankgoodness.Ifscholarshadproducedacookie-cutterleadershipstyle,individualswouldbeforevertryingtoimitateit
3、.Theywouldmakethemselvesintopersonae,notpeople,andotherswouldseethroughthemCYANimmediately.Noonecanbeauthenticbytryingtoimitatesomeoneelse.Youcanlearnfromothers’experiences,butthereisnowayyouMAGcanbesuccessfulwhenyouaretryingtobelikethem.Peopletrustyouwhenyouaregenuineandauthentic,
4、notareplicaofsomeoneelse.AmgenCEOandpresidentKevinSharer,whoYELMickWigginsgainedpricelessexperienceworkingasJackWelch’sassistantinhbr.org
5、February2007
6、HarvardBusinessReview129MANAGINGYOURSELF
7、DiscoveringYourAuthenticLeadershipthe1980s,sawthedownsideofGE’scultManyreadersofAuthenticL
8、eader-riestounderstandwhotheywereatofpersonalityinthosedays.“Everyoneship,includingseveralCEOs,indicatedtheircore.Indoingso,theydiscoveredwantedtobelikeJack,”heexplains.thattheyhadatremendousdesiretothepurposeoftheirleadershipand“Leadershiphasmanyvoices.Youneedbecomeauthenticleader
9、sandwantedlearnedthatbeingauthenticmadetobewhoyouare,nottrytoemulatetoknowhow.Asaresult,ourresearchthemmoreeffective.somebodyelse.”teamsetouttoanswerthequestion,Thesefindingsareextremelyencour-Overthepastfiveyears,peoplehave“Howcanpeoplebecomeandremainaging:Youdonothavetobebornwithde
10、velopedadeepdistrustofleaders.authenticleaders?”Weinterviewed125specificcharacteristicsortraitsofaItisincreasinglyevidentthatweneedleaderstolearnhowtheydevelopedleader.Youdonothavetowaitforatapanewkindofbusinessleaderinthetwenty-firstcentury.In2003,BillAnalyzing3,000pagesoftranscript
11、s,ourteamwasGeorge’sbook,A