Last time we talked about authentic, values-based leadership. And now? What does this mean in concrete terms for me as a manager? Today and in future articles, we will look at different scenarios to see what it can mean. Because just as people are different, authentic, values-based leadership also varies from manager to manager.
According to the dictionary, authentic is synonymous with genuine.
In other words, corresponding to the tangible facts or credible. In leadership, this can be experienced when the manager becomes tangible for their team members by enabling them to assess their actions and motivations to a certain extent through experience and communication with the manager.
One of my clients lived authentic value-based leadership in a wonderful and liberating way.
Working as a department head in a company in the service industry, this person had taken up the position to tackle strategic issues. She was passionate about the strategy and strategic direction of her department, which had been working without leadership for some time and had been given the go-ahead by the board to tackle these issues, which had been lying dormant for a long time, with the management.
As is sometimes the case when areas have been without a manager for a while, a number of other operational issues had piled up that wanted and needed to be tackled when my client took up the post. No sooner said than done, she literally rolled up her shirt sleeves and got to work.
Many changes and stabilizing measures later, my client found her again, 5 years later, and told me that operational changes were probably coming up again, and how tiring this focus was, especially in light of the fact that this person had actually taken the job for something completely different.
Whereas we had focused a lot on the topic of ‘What needs to be done so that the department can function well operationally’ when we took up the position, it was now much more about the manager herself. About what she wanted and how this could work in the system she was in. We worked intensively on the topic of what their own wishes and needs were and how they could be fulfilled within the framework. An ideal situation was worked out and tested – the Walt Disney method was once again super useful here.
In the course of the coaching process, my client worked out which option came closest to their own needs and under what conditions this would be possible in the company.
Armed with this information, I went to the meeting with my own manager. Because my client had worked out the solution in such detail and had already thought through all the necessary steps for implementation, the meeting was very successful. Of course, the manager had already observed and received feedback from my client that the prolonged focus on operational activities was not in line with my client’s ideas and preferences and was therefore already prepared that something had to change in order to retain this person.
After that, everything happened very quickly. As soon as the interview had been successfully completed and further discussions had been held with other people involved, the change was implemented and my client found herself as team leader of the strategic area.
You’re probably wondering: but wasn’t that a demotion? A demotion?
You can think so if you focus on the hierarchies. What was important for my customer was that she could now do the work she had actually come to the company to do. In my world, nothing takes more courage than following your own needs and doing what suits you and brings you fun and joy. And that’s what this manager did. She was now able to focus to her heart’s content on an issue that was important to her and that urgently needed work, as it had been neglected for too long.
The move was in line with the results of countless studies that show that people perform better when they enjoy their work.
Scientific studies show a strong correlation between engagement, satisfaction and performance at work. Organizational culture strengthens engagement and job satisfaction and leads to increased performance; engagement has a positive impact on job satisfaction, which in turn increases performance.
What does this example tell us? It is worth paying attention to your own needs, as a manager or as an individual in a team, in order to have more fun at work and thus be and remain more productive.
If this has aroused your curiosity, then get in touch. I look forward to hearing from you!
References
Juyumaya, J. E. (2018). Work engagement, job satisfaction and performance: the role of organizational culture. Estudios De Administración, 25(1), 32–49. https://doi.org/10.5354/0719-0816.2018.55392
Raghavendra R, Dr.M.Kamaraj. (2025). Impact of Employee Engagement on Organizational Performance – Moderating Role of Job Satisfaction . South Eastern European Journal of Public Health, 3952–3964. https://doi.org/10.70135/seejph.vi.3794
