Enacting the ‘true self’: Towards a theory of embodied authentic leadership (original) (raw)
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Towards a Theory of Embodied Authentic Leadership
2014
This paper argues that although authentic leadership may be rooted in the notion of a ‘true self’, it is through the embodiment of that ‘true self ’ that leaders are perceived as authentic or not. In making this claim, we consider ways in which a somatic sense of self contributes to the felt sense of authenticity, and how through engaging with somatic cues, leadership can be performed in a way which is experienced as authentic, both to the leader and to those he or she seeks to lead. In developing our ideas further, we draw from the acting theory of Stanislavski (1936a, 1936b, 1961) to explore how authentic dramatic performances are created, focusing on the role of emotional memory, the magic ‘if ’ and physical aspects of performances. We propose three key components of a resulting theory of how embodied authentic leadership is created: self exposure, relating, and making leaderly choices.
The Leadership Quarterly, 2010
This paper argues that although authentic leadership may be rooted in the notion of a 'true self', it is through the embodiment of that 'true self' that leaders are perceived as authentic or not. In making this claim, we consider ways in which a somatic sense of self contributes to the felt sense of authenticity, and how through engaging with somatic cues, leadership can be performed in a way which is experienced as authentic, both to the leader and to those he or she seeks to lead. In developing our ideas further, we draw from the acting theory of Stanislavski (1936aStanislavski ( , 1936b to explore how authentic dramatic performances are created, focusing on the role of emotional memory, the magic 'if' and physical action in performances. We propose three key components of a resulting theory of how embodied authentic leadership is created: self exposure, relating, and making leaderly choices.
Enacting ‘ the True Self ’ : Towards a
2010
This paper argues that although authentic leadership may be rooted in the notion of a ‘true self’, it is through the embodiment of that ‘true self’ that leaders are perceived as authentic or not. In making this claim, we consider ways in which a somatic sense of self contributes to the felt sense of authenticity, and how through engaging with somatic cues, leadership can be performed in a way which is experienced as authentic, both to the leader and to those he or she seeks to lead. In developing our ideas further, we draw from the acting theory of Stanislavski (1936a, 1936b, 1961) to explore how authentic dramatic performances are created, focusing on the role of emotional memory, the magic ‘if’ and physical aspects of performances. We propose three key components of a resulting theory of how embodied authentic leadership is created: self exposure, relating, and making leaderly choices.
Stanislavsky Inspired Acting Lessons for Life and Leadership
Journal of Global Initiatives: Policy, Pedagogy, Perspective, 2018
An artist’s creative work can become the primary lens through which he or she sees the world; it is a fundamental tool for interpreting life. But artistry can also teach a great deal about effective leadership. Based on the principles of Konstantin Stanislavsky, the father of modern acting, this essay reflects on five important lessons for life and leadership: The Power of Purpose, The Power of Context, The Power of Listening, The Power of Partnerships, and The Power of Community. After a year of studying Russian culture, history, and foreign policy, I believe these lessons can be applied on the international level as well as the personal. How might a Russian actor advise our leaders in Moscow and Washington? Read and find out. A Brief History of the Stanislavsky System European and American culture of the late 19th century touted science as a social panacea. As early 19th century Romanticism gave way to modern science, overblown, melodramatic acting began to fade, and a new dramati...
Dramatic Leadership: Dorothy Heathcote's autopoietic, or embodied leadership model
The Embodiment of Leadership, 2013
This chapter proposes that both drama and transformational leadership share a capacity to dispute the connections a culture routinely makes between bodies and languages; that these customary associations form the very habits and prejudices that inhibit personal and social development; and that challenging them gives people the space to question their assumptions, and so the potential to transform themselves and their situation.
‘Who am I and if so, how many?’ Notes on the myth of leadership authenticity
Authentic leadership appears as the solution to plenty of painful contemporary problems. Bad economy, bad organizational performance, bad culture would all become subject to change for the better if leaders behave more authentically, according to the line of discussion. However, the debate seems to stand on poor feet, since some core assumptions don’t stand a closer viability check. This paper highlights two core problems in the foundations of the authenticity debate such as the belief in a stable core self and the trust in a homogenous organization. The paper demonstrates not only the fragmented and narrative constitution of self and organization, we show furthermore to which hidden problem the authenticity debate refers; to which the sheer existence of the debate is already a solution. It is complexity avoidance, that the authenticity debate provides. It helps to re-install the myth of the influential leader in a situation, in which the opposite has become apparent.
Attributes of embodied leadership: A beginning in the next chapter of leadership development
Research and guidance on leadership behaviour has been documented throughout history, from the epics to more recent leadership theories, evolved over the last century. However, despite ample research and practice, leadership failures continue in being typical.Areviewof literature in leadership studies reveals that recommendations have often been descriptive, assumptive and prescriptive without considering various individual differences. Additionally, leadership development often utilises methodologies in which individuals are trained to ‘act’ as leaders rather than fully embody leadership behaviour. This paper explores the generic attributes that describe embodied leadership behaviour. Semi-structured interviews were performed on a panel of individuals from different backgrounds and analysed using a grounded theory approach. Along with the interviews, the works of Scharmer (2008) and behavioural traits identified in leadership by Derue, Nahrgang,Wellman and Humphrey (2011) were taken into consideration. A final consensus was reached using a set of ten attributes that potentially contribute to embodied leadership behaviour; being non-judgemental, embracing uncertainty, active listening, congruence (morals and ethics), intuition, reflective practice, sense of meaning/purpose, holistic decision making, authentic presence and intention.
2017
Research and guidance on leadership behaviour has been documented throughout history, from the epics to more recent leadership theories, evolved over the last century. However, despite ample research and practice, leadership failures continue in being typical. A review of literature in leadership studies reveals that recommendations have often been descriptive, assumptive and prescriptive without considering various individual differences. Additionally, leadership development often utilises methodologies in which individuals are trained to ‘act’ as leaders rather than fully embody leadership behaviour. This paper explores the generic attributes that describe embodied leadership behaviour. Semi-structured interviews were performed on a panel of individuals from different backgrounds and analysed using a grounded theory approach. Along with the interviews, the works of Scharmer (2008) and behavioural traits identified in leadership by Derue, Nahrgang, Wellman and Humphrey (2011) were ...
The impossibility of the 'true self'of authentic leadership
Leadership, 2011
Authentic leadership' is increasingly influential, with its promise to eliminate, and thus surpass, the weaknesses of previous models of leadership. This article uses object relations theory to argue, firstly, that authentic leadership as an indication of a leader's true self is impossible and, secondly, that attempts at its implementation could lead to destructive dynamics within organizations. The authentic leadership model refuses to acknowledge the imperfections of individuals and despite its attestations to seeking 'one's true, or core self ' (Gardner et al., 2005: 345), it privileges a collective (organizational) self over an individual self and thereby hampers subjectivity to both leaders and followers. The paper thus contributes to emerging critical leadership studies by introducing the psychoanalytic approach of object relations theory to the study of leadership.