Knowledge and Leadership: Blending with Authenticity
Michael J. Piellusch MA, MS, DBA
Technical Writer/Editor @ U.S. Department of Homeland Security | Contract Technical Writer/Editor
Many of us have often heard the comment that people do not care how much you know until they know how much you care.? A frequent criticism we hear about leaders is that he or she is “too full of himself (or herself).” Perhaps one of the biggest leadership challenges, a challenge that we hardly ever hear addressed, is how to be full of knowledge without being handicapped by being too full of one’s own concept of self-importance. Cultivating authentic leadership may be the key to the successful blend of knowledge and leadership (knowledge-ship).
Connelly et al. (2000) explore the relationship between knowledge and leadership performance analyzing problem-solving skills, social judgment, and “leader knowledge” as factors that affect leader achievement (p. 81).? Connelly et al. also point out that knowledge is a leadership attribute that is difficult to assess, especially with data from leadership assessments often provided in questionnaires completed by subordinates, who might as noted above be more focused on the caring and less focused on the knowledge lurking behind the “Karing”; subordinates can be blind-sided by a lack of caring, which might be the only measure that really counts.? So how do leaders obtain and maintain knowledge while maintaining trust and without losing credibility or giving the impression of not caring?? Let us assume that most leaders do care, but their style of leading may convey the appearances of not caring.
Two contrasting styles of knowledge-centered leadership to examine are A) servant leadership based on authenticity with humility and B) authoritarian leadership based on hubris along with an agenda based on a closed-minded attitude (a genuine not caring). Authenticity and humility can enhance knowledge and make it appear attractive and accessible; hubris and strong opinions based more on beliefs rather than research and open-mindedness, on the other hand, may be attractive to some cult-craving followers but will repulse many others who are looking for authenticity rather than a bombastic attitude.
Authenticity Can Be Natural
Bob and Janet Denhardt (2006) in their book entitled The dance of leadership: The art of leading in business, government, and society emphasize the artistic and natural elements of leadership.? They note that leadership must connect with our values and emotions to “engage our full energy” (p. 8). ?Thompson et al. (2008) explore the worthiness of the leader. Thompson et al. note that a senior leader or leader at almost any level might have a more than adequate collection of skills and knowledge, might have boundless energy and many other attributes, but might be considered by subordinates or superiors as being “unworthy” of the leadership position. Thompson et al. also note that being worthy involves three sets of inherent (authentic) values: the character, the capacity, and the commitment to lead.
Brian S. Smith (2009) identifies three complementary ingredients for leaders and followers: competence, confidence, and compassion. As noted above, caring (or compassion) is an important element before a follower will care about a leader’s competence (knowledge and practical or operational application of that knowledge).? Smith’s third element of confidence ties in directly with our above observation contrasting humility with hubris.? Humility is a thermostat that keeps leaders from being too quick to anger and too quick to criticize in public.? As the saying goes, praise in public but criticize in private.? Hubris often obscures lack of confidence as the leader who displays hubris tends to care only for himself or herself (being too full of self); hubris tends to be a phony front obscuring an inner insecurity.? Balancing the three C’s of competence, confidence, and compassion is a great way to develop and constantly improve one’s authentic leadership characteristics.? Authenticity seems to be the balancing element that keeps leadership on a caring keel.
Authenticity Can Be Paradoxical
Upon initial reflection and analysis, we might assume that authenticity should come naturally.? Upon deeper reflection and cross-examination of our own experiences we might remember the sage wage-earning advice of “fake it until you make it.”? For new and novice leaders, and experienced leaders to acknowledge that leadership is never easy and never second nature, the following paradoxes are worth dissecting:? 1) Why is authentic leadership not always natural; 2) Why do some famous leaders encourage you to never let your followers know that you are cold, hungry, tired, or afraid? 3) When does sharing doubts and fears become authentic and when does concealing doubts and fears become admirable and essential?; 4) When is a balance between humility and hubris an acceptable style?
Why is Authentic Leadership Not Always Natural?
Most leaders, especially new leaders, have doubts about their leadership effectiveness.? Positive unsolicited feedback can soothe those doubts; however, most subordinates seem to be reluctant to provide unsolicited feedback.? As noted above, anonymous questionnaires will often indicate negative feedback, which might have helped the leader improve his or her authenticity and confidence (sooner rather than later). Blohowiak (2000) and George (2003) both emphasize the leader’s need for authenticity, but an acknowledged need is best combined with a humble recognition that most leaders, especially new leaders, recognize that the process is a work in progress and the work never ends.
Why do famous leaders Encourage You to Fake It Until You Make It?
Colin Powell has famously pointed out that during battle do not let your followers know that you are cold, hungry, tired, or afraid.? More poignantly, during an interview with Bob Woodward at age 85 while facing trials with myeloma, General Powell (retired) consistently stated that despite his health challenges, he had never lost a day due to his illnesses.? Whether the battle is in the jungle or in the hospital, facing the challenge with a “true grit” attitude is always admirable and the epitome of authenticity:
When Does Sharing Doubts and Fears Become Authentic and When Does Concealing Doubts and Fears Become Admirable and Essential?
Paradoxically, a leader can gain credibility by sharing doubts and fears; however, timing is the key to sharing and not sharing.? Perhaps parenting is the best teacher in this regard.? Every parent practices progressive disclosure during the 20 plus years of raising a child and once a parent “suddenly” has adult children the progressive disclosure of information ironically continues. With young children and with adult children, when we are asked a question, we have an invitation to share.? Judgment comes into play as we decide how much information we care to share.
My dad, LT Paul E. Piellusch, USN was the commanding officer of an ocean-going tugboat during World War II.? One day, his ship was disabled with a cable tangled in the ship’s propeller.? Dad described diving into the cold water and struggling to free the cable.? When he returned to the surface, his Chief Boatswain volunteered to “take over” and was successful freeing the propeller from the cable.? My dad probably did not say “I am cold and tired; I give up,” but his authentic nonverbals were clear enough to inspire his Chief.? Timing is never easy, but good timing can be admirable and authentic.? My dad did not bore us with tales of what he called his “peas and carrots” days aboard ship, but he did have a few great sea stories to share.
When Is a Balance Between Humility and Hubris an Acceptable Style?
Timing and Balance are hard to achieve, but humility goes a long way toward providing a helpful barometer.? O’Toole (2010) analyzes Gandhi’s leadership style and observes that a great leader will demonstrate a “values-based” authenticity and will thus be worthy of followership.? As a practical idealist, Gandhi devoted his life to a search for truth and knowledge (Radhakrishnan, 2023):
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Definitions of hubris vary; however, the adjectives of excessive, exaggerated, and dangerous are usually applied to pride and self-confidence.? Ironically, the pride of hubris is usually authentically excessive; however, the self-confidence is usually false and fake and tragically not every potential follower recognizes the danger and fear will often keep a subordinate from challenging a Mao Tse Tung or a Hitler (or modern day dictator or want-to-be dictator).
Concluding Thoughts
Very few leaders have to face battlefield or ocean-going dangers and challenges; however, operational leadership principles can be applied in workplace settings.? Authenticity can be difficult when it involves gender, generational gaps, grooming, diversity, and everyday communications challenges. ?A ship has a propeller and a rudder (attached to a helm or a lever in the wheelhouse on the bridge).? Human beings have a blend of cognitive skills and emotional drivers, with an inner voice driving toward authenticity for the best leaders.? How we navigate and pilot our daily challenges determines our success or course corrections as a leader or individual contributor leading our incremental efforts.? Piellusch (2011) associates energetic leadership with “charisma,” a dynamic style, communicating a vibrant vision, determination, and setting aggressive performance objectives. Worthiness and authenticity are recurring themes throughout much of the leadership literature.? As we strive and search for authenticity, let us be satisfied but never arrogant about being the best version of ourselves.
References
Blohowiak, D. (2000). Arriving at authentic leadership. Association Management, 52(1). doi:229317487
Connelly, M. S., Gilbert, J. A., Zaccaro, S. J., Threlfall, K. V., Marks, M. M., & Mumford, M. D. (2000). Exploring the relationship of leadership skills and knowledge to leader performance. Leadership Quarterly, 11(1), 65-86. https://www.sciencedirect.com/leaqua
Denhardt, R. B., & Denhardt, J. V. (2006). The dance of leadership: The art of leading in business, government, and society. Armonk, NY: M. E. Sharpe.
The dance of leadership; the art of leading in business, government, and society. (2006). Reference and Research Book News, 21(2) https://www.proquest.com/trade-journals/dance-leadership-art-leading-business-government/docview/199755043/se-2
O’Toole, J. (2010). The practical idealist. – Executive Excellence Publishing. https://eep.store.merchandizer.com/Merchant/newsite/index.html
Piellusch, M. J. (2011). A Comparison of Leadership Styles for Mid-Level Uniformed and Civilian Leaders in Selected Offices of the U.S. Army [doctoral dissertation]. Argosy University. https://www.academia.edu/37396749/A_COMPARISON_OF_LEADERSHIP_STYLES_FOR_MID_LEVEL_UNIFORMED_AND_CIVILIAN_LEADERS_IN_SELECTED_OFFICES_OF_THE_U_S_ARMY
Radhakrishnan, S. (2023). Gandhi –The practical idealist. https://www.mkgandhi.org/articles/idealist.htm
Thompson, A. D., Grahek, M., Phillips, R., & Fay, C. (2008). The search for worthy leadership. Consulting Psychology Journal: Practice and Research, 60(4), 366-382. doi:10.1037/1065-9293.60.4.366
To read more about General Colin Powell (retired), including Powell’s rules, see:
Note: The Merriam-Webster Dictionary announced the Word of the Year for 2023:? Authentic.