Operationalizing an Internal Compass Toward True North in the Development of Authentic Leadership: A Coaching Approach

Abstract

Authentic leadership (AL) has been classified as one of the foundational forms of positive leadership and is less a style than a mental model. The literature draws on the analogy of a compass by which leaders may continuously navigate toward their “True North” or optimal state. The current research, which forms part of a much larger mixed methods study on AL development, explored ways for leaders to build their own internal AL compass against which to regulate their behavior. The study centered on an executive leadership team which was coached through an AL development program. Data for the paper were collected via individual semi‐structured interviews, then thematically analyzed to identify the internal and external factors influencing participants’ AL development. The findings illustrate how leaders can identify the current state of their internal selves through facilitated examination of their internal identity, purpose, values, beliefs, and psychological states, which are collectively referred to as AL levels. By deliberately refining their AL levels, they were able to adjust their visible behaviors to greater effectiveness. Leaders were then able to take steps toward constructing their internal compass to maintain their “True North” trajectory toward AL. A framework is proposed for the development of an internal AL compass.

Leadership in Healthcare: Transitioning From Clinical Professional to Healthcare Leader

“…The authentic leadership style is centered on being a role model to employees and leading with authenticity and integrity (Wulffers, 2017). Authenticity is defined as “the degree to which we are true to ourselves, despite external pressures, bearing in mind that we are in a material world where we encounter external forces and influences that might be very different from our own, our beliefs and values” (Wulffers, 2017, p. 13). Employees view authentic leaders as transparent, ethical, and trustworthy (Wulffers, 2017).…”

“…Authenticity is defined as “the degree to which we are true to ourselves, despite external pressures, bearing in mind that we are in a material world where we encounter external forces and influences that might be very different from our own, our beliefs and values” (Wulffers, 2017, p. 13). Employees view authentic leaders as transparent, ethical, and trustworthy (Wulffers, 2017).…”

“You’ve Got to Do Something”: Developing Occupational Therapists’ Role in End-of-Life Care

“…Personal experiences can solidify this internal compass. Wufflers and Carmichael (2020) observed in research of leadership development, participants gained a greater understanding of their past-self and projected a possible-self through a review of life stories. According to the MOHO, occupational adaptation is having the occupational competence to sustain an occupational identity while negotiating the changing demands of the environment over time (Bowyer, 2019).…”

“…These findings indicate that personal experiences can be more influential than contextual demands in role identification and skill development. In the literature on leadership development, authentic leadership is metaphorically described as guided by an internal compass that points a leader to the true north without environmental cues or direction (Wufflers & Carmichael, 2020). Personal experiences can solidify this internal compass.…”

Enhancing Authentic Leadership to Address Organizational Challenges in Church Settings

“…Authentic leaders inspire others to be good like them. They instill commitment, transparency, trust, job satisfaction, efficiency, and effectiveness (Wulffers, 2017) as a result of proactive behaviors that these leaders display (Hu et al,2018). According to Wilson (2018), AL contributes to the overall organizational transformation due to leader's and follower's attributes of self-awareness and transparency.…”