Authenticity is often cited as a critical leadership characteristic. Leaders who say certain things and act one way with one group and say different things and behave differently with another group will often be viewed as inauthentic and untrustworthy. However, the People Styles model that you have studied this week emphasizes the importance of adjusting how you present yourself depending on your audience.
Given Bolton and Bolton’s (2009) discussion of Style Flex, do you view the concepts of authentic leadership and style versatility as contradictory? Why or why not?
Can you be authentic and still demonstrate style versatility? If yes, what would be an example?
What are some of the risks associated with failing to adapt your style?
What are a couple of techniques or actions you could take to demonstrate versatility? (HINT: For ideas, refer back to our Week 1 book, PDI Ninth House’s Successful Manager’s Handbook, which includes the competency “Show Adaptability.”)
Watch: TRACOM’s Four Social Styles Video
Watch: TRACOM’s Versatility & Social Styles Video
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