Authenticity, Balanced Processing, and Decision Making
Developing authenticity directly connects to better decision-making abilities. This occurs because of how authenticity promotes balanced processing (Avolio & Gardner, 2005, p. 317).
As a trait, authenticity describes an internal self-awareness that reflects in self-expression. This means that authentic persons display a clarity to others of their values, identity, convictions, goals, etc. A healthy authenticity can bring the honest of self-awareness to the surface of self-expression, thereby joining the conversation with the whole person (Avolio & Gardner, 2005, p. 326).
With authenticity on the table, a person can name their biases out loud without fear. This ability to name biases and publicly own the identity of the bias allows an authentic person to engage in more balanced processing of ideas than could a person who hides from or ignores their personal biases (Gardner et al., 2005).
Bias is unavoidable. Studies in cognitive psychology have long demonstrated the inherent bias in information processing common to all humans (Fiske & Taylor, 1991; Tice & Wallace, 2003). But the best defense against a strong bias is a stronger awareness of that bias.
For the Christian leader, authenticity develops as we humbly confess our limitations and desperately rely on God’s grace for every leadership act. I’m reminded of Jesus’ instructions to self-reflect on the dust in our own eye (Matt. 7:3-5); James’ instructions on wisdom, pride, and submission to God (James 3:13-4:12); and the admonition of the Proverbs to fear God as the starting place of wisdom (Prov. 9:10-12).
Each of these biblical instructions should develop authenticity in the God-honoring leader—aligning our internal character with our external behaviors as we humbly rely on God and humbly continue to grow alongside those of whom God has untrusted us to lead.
References
Avolio, B. J., & Gardner, W. L. (2005). Authentic leadership development: Getting to the root of positive forms of leadership. The Leadership Quarterly, 16(3), 315–338. https://doi.org/10.1016/j.leaqua.2005.03.001
Fiske, S. T., & Taylor, S. E. (1991). Social cognition. New York7 McGraw-Hill.
Gardner, W. L., Cogliser, C. C., Davis, K. M., & Dickens, M. P. (2011). Authentic leadership: A review of the literature and research agenda. The Leadership Quarterly, 22(6), 1120–1145. https://doi.org/10.1016/j.leaqua.2011.09.007
Tice, D. M., & Wallace, H. M. (2003). The reflected self: Creating yourself as (you think) others see you. In M. R. Leary, & J. P. Tangney (Eds.), Handbook of self and identity (pp. 91–105). New York7 Guilford Press.
