Authentic Leadership

Dr. Roland DeRenzo
Superintendent of Schools
Colorado Springs Christian Schools
Colorado Springs, Colorado

To understand authenticity in leadership, we need to understand the term leadership. While there are many definitions, I like John Maxwell’s description, which states that “leadership is influence” (1993). Stop and think about what the following people have in common: Adolph Hitler, Jim Jones, Martin Luther King Jr., Winston Churchill, and Jesus Christ. All of them had followers as a result of exerting influence. Sociologists tell us that even the most introverted person influences ten thousand other people during his or her lifetime. Another important area to grasp about leadership is that no one exclusively leads or follows. All people lead in some areas, while they follow in other areas. Realizing your potential as a leader while avoiding the pitfalls of nonauthentic leadership is the secret to effectiveness.

Effective authentic leaders exhibit the key ingredients of character, competence, and commitment. In his book Awaken the Leader Within, Bill Perkins refers to a leader as being either a weather vane or a compass. A weather vane changes direction with every shift of the wind. A compass is internally magnetized, so it always points to true north regardless of what is happening around it. Let’s explore these three key ingredients authentic leaders need to possess as they serve as a compass for their organization. And then let’s look at the consequences of leading without them.

First, consider the ingredient of character. When we hire at our ministry, character is the number one priority, even above competence. The reason for this prioritization is that a person may be complete with a set of skills that is second to none but still lack character. The end result will be what I call failure in 3-D—destruction of core values, dysfunction in the organization, and discouragement of the other team members.

In his book A Fish Out of Water, George Barna (2002) says that the primary means of gaining people’s trust and confidence is the demonstration of strong character. He goes on to write that “people rely on their leaders, whether they are in the business sector, in ministry, government, or within their own family, to model virtuous behavior and appropriate values. By virtue of the opportunities they encounter, every leader will be tempted to grab for power, prestige, publicity, or perks. What separates the good from the bad is not their skills and abilities, but their character….”

John Maxwell (1993) says we can test ourselves for integrity, which is necessary for strong character, by remembering that “With integrity, the longer I lead—the better it gets. Without integrity, the longer I lead—the worse it gets.” As a result of the character of an authentic leader, trust is built, and trust is the foundation of leadership.

To build trust, leaders must also have the second key ingredient of authentic leadership—competence. These authentic leaders know their strengths and spiritual giftings, and they prioritize the use of their resources with this knowledge. The result is effectiveness. This process requires answering three questions:

1. What is required of me?
2. What gives me the greatest return?
3. What gives me the greatest reward?

The lack of time invested in determining gifts, role, and return on effort will result in busyness but not necessarily accomplishment. In his book Developing the Leader Within You, John Maxwell (1993) says that a leader must become familiar with the “Pareto Principle,” or the 20/80 principle: “The Pareto Principle says … 20 percent of your priorities will give you 80 percent of your production if you spend time, energy, money, and personnel on the top 20 percent of your priorities.” This way of investing resources is the key to accomplishment of the mission.

A commitment to the mission is the third ingredient of authentic leadership. This commitment is laser-focused. Two words distinguish an authentic leader from a nonauthentic leader in this area: transformation and transaction. In Teaching Your Team to Fish, Laurie Beth Jones (2002) defines transformation as “the invisible, uplifting, transcendent experiences that involve a fundamental shift or change.” In Scripture, Peter serves as an example of a leader who was transformed from a self-absorbed fisherman to a humble servant of Christ. Successful leaders understand that the desired end product is transformation, not transaction.

Transactions are literal exchanges of goods or services between people. Judas is an example of one who lived on the transaction level. Because he made a deal with the religious leaders to arrest Jesus, his life ended in disaster. Authentic leaders seek to model relationship building, while nonauthentic leaders strive to make deals. Jesus taught transformation living, not transaction living. He asks no less of those He has called to follow in His footsteps.

For further leadership analysis, visit Injoy.

Reference List:

Barna, George. 2002. A fish out of water. Brentwood, Tenn.: Integrity Publishers.

Jones, Laurie Beth. 2002. Teach your team to fish. New York: Crown Publishing.

Maxwell, John C. 1993. Developing the leader within you. Nashville, Tenn.: Thomas Nelson Publishers.

Perkins, Bill. 2000. Awaken the leader within. Grand Rapids, Mich.: Zondervan Publishing.

6.2 Authentic Leadership