Why Women Leaders Can and Should Be Authentic
When a woman is operating at her most authentic self, she simultaneously feels and is viewed as being a more effective leader. She is a catalyst for meaningful and positive change; a high-performing, confident individual; and a critical player in the organization’s overall success. In a recent study of highly accomplished women conducted by RHR International, authenticity was consistently cited as making the greatest positive difference in accelerating and cascading the achievements of the female leader and her organization.
This finding, along with other results of the study, were used to formulate The Authentic Leader Model — a tool that shows how the dimensions of an individual woman leader’s psychology and her pro-fessional and personal environment can work together to create leadership excellence. The model is designed to describe the experience from the female executive’s point of view so that boards and CEOs can gain insights which allow them to retain this critical talent pool. It highlights the strengths that both the individual woman leader and the organization can deploy to bring more diverse and effective leadership into the C-Suite.