Trust is a lock of authentic leadership

Why do we trust? Studies that focus on building confidence in enterprise environment advance three reasons why we trust our co-workers: Previous Behavior - if previously the behavior of a colleague was reliable, we trust that this will continue in the future; Capacity - we rely more on people whom we recognize ability; Complicity - Whether in a team we want to achieve common goals, we have to trust that each does its part. Although the three reasons blend, is often in high confidence organizations that the complicity reveals itself as the most important confidence-inducing. How leaders build trust? Build trust doesn't happen overnight – there are steps that have to be taken by the leaders to create a more reliable environment. Here are some steps that can have an impact in this construction: Engage followers in the decisions concerning them directly - how much more people are involved in the decisions, the better they accept and support them. Before decisions are taken might involve the stakeholders on that process. This means that the good decisions depend on the participation of all. Be transparent and consistent in the actions - we tend to look at the results and forget about the process. Understand how the decision was made and the reasoning underlying that decision can have a huge impact on how people feel the decision. If we are consistent and transparent, people will realize our motives and will learn to trust us. Be careful with relationships - people connect more to businesses than the managers. If people understand that we perceive them and find out what interests them, they will trust in what we do.

Emotion on leadership

Emotional intelligence, a concept associated with the leadership by GOLEMAN, BOYATSIS and MCKEE (2002), points to a range of skills such as identify, distinguish and use your own feelings and those of others, to guide the thoughts and actions. According to CUNHA and REGO (2009, p. 240), "emotional intelligence is an ability (or a set of skills) of great relevance in the various fields of human and social life" and reflects "the capacity to balance emotions and reason", i.e. "to use emotions to facilitate the reason" and also "think smartly about the emotions". The leadership depends on the emotional relationship that is established with the other. How the leaders manage and lead feelings so that the Group achieves its objectives, depends on emotional intelligence. The leader, either by position or influence, can establish positive behavioral attitudes on how to generate emotions and relationships. The strong leadership development processes are focused on emotional and intellectual learning and build it up on active participatory work: learning in action and in coaching, where people use what they have learned to diagnose and solve real problems of their organizations. (Goleman, Boyatzis,& McKee, 2002)

Fear, hope and change

Mechanical Bureaucracy, the designation proposed by Mintzberg, long ago which is a form of obsolete thinking and managing. The vast majority of us already understand, socially and economically, what are their threats, weaknesses and malfunctions. So, we have to reflect, to propose and pursue new ways to build the attention towards the human being, in a sustainable and acceptable attitude of changing that status quo. We can consider that the command and control systems reflect, as has been previously stated by the classical theory of administration, a deep distrust vis-à-vis the commitment and competence of the employees. They also tend to exaggerate the negative events, so the sanctions arising as a way to force conformity and order. Maybe that's why many organizations are filled with anxious employees that are hesitant to take the initiative or rely on their own judgment. The organizational adaptability, innovation, authenticity and engagement of employees can only happen in a culture of high trust, low fear and meaningful. In such an environment, the information is widely shared, controversial opinions are freely expressed and accepted, risk-taking is encouraged and the failure is not exorcised. Fear paralyzes, creates mistrust, demoralizing and limits people — should be driven out of our management systems. The era of the "Great Man", the all-wise, all-powerful leader-as-decider has lasted for a long time. Leaders must become enlightened social architects — individuals who are able to co-create environments that engender an extraordinary and fulfilled achievement. To make this transition from "command and control" to "motivate and guide", organizations need to develop leaders who believe it is essential to create commitment and alignment without resorting to traditional instruments of bureaucratic control. The True North is an organization full of authentic leaders who, with all the hope, pull everyone to the top. It is no longer enough just to have a good cash flow. Stakeholders and consumers have become demanding and time / money is not everything. Resilient organizations must be flexible, innovative, inspiring, meaningful and socially responsible. This means that they have to rebuild the foundations of thought leadership and practices. Scholars and practitioners should seek new principles in fields as diverse as anthropology and culture, biology and entropy, design and urbanism, diving in political science and democracy, ecology and sustainable economy, power and management. It's definitely time to change and respect each other.

Art of Possibilty

Benjamin Zander, who has passed for Portugal, in 2010, when Belmiro de Azevedo, big Portuguese boss, bought the front places of the Casa da Música in Oporto, said he wanted the Portuguese ' eyes shine. In other words, he wanted to see the eyes of the Portuguese to shine. A 71 years old man, orchestra director and lecturer for pleasure, used the brightness, in his speech, to drive the skeptics and cynics. The maestro has built a "leadership model", based on a simple phrase, which incidentally is the title of the book that he wrote with the psychotherapist Rosamund Stone, his second wife: ' The Art of Possibility ' (Harvard Business School Press, 2000). Speaks of the possibility, not of the possible - because he considers that possible is political. Its concept is more open. To him, whatever the circumstances, even the most cruel and terrible, what is decisive is not focusing on the reasons for the situation; cultivate the lamentation, but turn around to see what possibilities open. What counts is to generate possibilities. An attitude that implies multiple several collateral effects: is not enough explore opportunities, we must generate them as well. And it is not a question of "positive thinking" – often artificial and wrapped in plastic optimism. His leadership approach is not based on wasting time with value judgments but that can make it happen.

Barcelos 2013

European Capital of Ideas. In situations of distrust and dismay, imagination and creativity become complicit in the process of change humanity anxiously waiting. We have to foresee the future in bases that are still to be defined but that we can think, stopping long enough to share an idea: design a world in which we feel well with each other. You can find happy people with few resources available. We who are human beings, we are living through a period of being "human havings". Material goods are debts to our balance. We've want to exceed and we've want what others have. The balance continues to be in nature and there is much that we've abandoned as a source of wisdom. We turn us for our little and egotist personal dimension, keeping us so even with the survival instinct asleep.. The doubts are few. We have to change life, leaders and consciousness. Whatever it takes for us has to be thought together. Think of true democracy, each within itself to be able to respect that of others. Hence the European Capital of the ideas, which never comes late and can serve to whom wish it.

The impeccable authentic leadership 4

Application contexts of construct Can't wait for great authentic leadership results in contexts in which the trust is shaken. However, it is in times of crisis that people discover ways to better prepare the future. Thus, we are convinced that self-consciousness is absolutely fundamental in building great organizations. You cannot be emotionally intelligent if you are not also self-aware. This requires, in addition to maturity, an intense work of self-examination or individuation. The criticisms, even the toughest, are essential for the construction of self-awareness. To do so, you need to get honest feedback from followers. I.e. the followers must also be authentic. If all we are reliable, genuine and probable, organizations will be better. Here earn crucial importance the values. We must assume the existence of a minimum framework of values on which all believe and consider being vital to achieve. In parallel, we have great need of someone that listen us, understand us and, above all, tell us the truth. If we practice authenticity, is on teamwork that such support appears. The authentic leaders have to maintain high levels of motivation, especially in this era of "trigger events". Such extrinsic motivation will help if it is seen as an opportunity to change the future. There is nothing to compare to the authenticity of a leader. So, how each one of us can become an authentic leader? • Talking with your heart, conquer your followers. This implies that, after having said what you want to do, you must do it; • Communicating openly and frequently with the other, we have to dialogue. Is much more than say only the truth. The communication is not only composed of good news. Is what's good, bad and indifferent; • Making it clear from the beginning, the expectations and standards of behavior that the followers and leaders have to achieve. Be the change you want to make; • Looking for people to take their commitments, reflecting on this without resentment. Committing with the goal, not with the plan; • Valuing people and investing them in order to create feelings of well-being and commitment within the working group; • Taking care of people without ever infantilizing, requiring them responsibility and developing moral and ethical bases. In a word, the authentic leaders demonstrate passion for their goals, practicing their consistently values and leading with the heart as well as with the head. They define the long-term, meaningful relationships and have the self-discipline to achieve results. They know who they are.