Reference no: EM132303704

Organizational Behaviour - Human Resources question

Authenticity is something many leaders strive toward. Authentic leadership "refers to how well leaders are aware of, feel comfortable with, and act consistently with their values, personality, and self-concept."2  In saying this, many leaders are part of organizations where they find their values being challenged or not aligning.  This could occur in a direct fashion, but the real danger is when the disconnect is subtle, and perhaps ingrained in the culture.  Take this example from the Harvard Business Review: "A leader may casually review an employee’s presentation and provide feedback like, “I think we need to take these two slides out — that data is inflammatory and we don’t want to derail the ultimate outcome which is to convince the budget committee to give us the resources we want.” While the leader might presume he has acted in the best interest of the group — going to bat for resources they need- the person building the presentation has just been told, “We can’t tell the entire truth because it could prevent us from getting what we want.” 1  If these messages are regularly conveyed to employees in this organization, transformation change could become very difficult.  

What strategies do you recommend to avoid sending unintended messages to employees when faced with high stake, high competition, win-lose scenarios?