Psychological barriers to personal responsibility

Authentic Leadership: A Historical Perspective

“…When people are not aware of their emotional state, they become not only free from emotions but also empty of emotions. The lack of emotional self-awareness is likely to destabilize one's self-esteem and self-confidence and engender moral deterioration, paralysis, or disengagement (Diamond & Allcorn, 1984). Devoid of affective bonds with the self, these individuals tend to act either indifferently (presuming they cannot influence anything) or as narcissist/perfectionists (presuming they cannot be influenced by anything).…”

“…Perceiving their organizational self as supreme, they might suspend organizational prestige to preserve their perceived importance as a leader. Although energetic and equipped with multi-tasking abilities, these individuals are autocratic manipulators that seldom delegate, while always demanding admiration and submission from their followers (Diamond & Allcorn, 1984). Robert Maxwell was a narcissistic leader whose moral disengagement in abuse of the company's $1.4 billion pension fund led to the demise of Maxwell Communications Corporation.…”

“…When their perfectionism is compounded by arrogance, these individuals may become insensitive and distrusting. They also frequently blame others for inaction in intimidating ways, while providing a narrow circle of trust around them that extends only to those who follow their ways unconditionally (Diamond & Allcorn, 1984). Leona Helmsley was a perfectionist both in tax evasion and in petty tyranny toward her subordinates.…”

“…Their focus on self-reliant roles with minimum responsibility (often deceiving and manipulating other managers to accept responsibility for them) (Michie & Grooty, 2005) often leads to moral indecisiveness in accepting responsibility. Since they have difficulties in managing the tensions of their personal and organizational responsibilities, these executives survive only if their followers compensate for their deficiencies and take the blame for failures (Diamond & Allcorn, 1984). Jacques Attali, the former president of the European Bank for Reconstruction and Development, is an example of a leader who was indifferent about pursuing personal or company responsibilities but rather promoted an irresponsible culture of extravagance.…”

“…Authentic executives are effective coordinators who are willing to delegate. Although highly inspiring and cooperative in transferring duties, these leaders are very firm when it comes to their true moral convictions that they never compromise (Diamond & Allcorn, 1984). Howard Schultz, of Starbucks, is an example of an authentic leader who balances personal and social responsibilities, while building a pool of leadership-ready individuals in his organization.…”