ABSTRACT
This chapter discusses the individual leader and the individual man or woman is in my view mistaken and ineffective. There's a lot more to be gained from how good communities function, because these communities will often solve many of the individual problems for people. The chapter focuses on a rainy spring day in the Navitas innovation environment in Aarhus, and almost immediately, Christian began puncturing the whole thinking behind authenticity in leadership. In many instances we say we must think long term, think about the customers and colleagues, and be humble, but in practice it's the opposite qualities that are rewarded. In my view, one can happily talk about authenticity, but he don't believe it should be an objective in itself when we talk about leadership. For me, it's far more relevant to talk about propriety—for instance, caring for others and psychological security.
