Assuming values have been defined, how do authentic leaders use them to guide their decisions and actions?
In a study of 6,000 executives and middle managers, more than 70% said they felt pressure to conform to organizational standards and often compromised their personal principles to do so. There is no room for this kind of compromise in an organization lead by an authentic 21st century leader.
The first step in insuring sound values and ethical principles is to develop an attainable set of ethical principles worthy of commitment, consistent with high aspirations, and suitable for the 21st Century.
These values and or principles will vary for your particular organization, but they should set the tone for four areas of personal responsibility.
1. Assuring the prevention or correction of the adverse impacts of organizational actions on society.
2. Assuring a commitment to the dignity of every individual – especially employees.
3. The creation of fair and balanced communities of interest around important issues.
4. Making sure that the organization observes not only the letter but the intent of all laws that apply.
These values and principles must be real, apparent in everything you do and say and consistent with what actually happens from day to day.
Acceptance of these personal responsibilities will resonate with those inside and outside the organization. This kind of leadership fosters a working environment in which people feel proud of their affiliation and uncompromised by their commitment.
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