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Joseph: Authentic Leadership Forged in the Crucible

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Joseph: Authentic Leadership Forged in the Crucible JOSEPH: AUTHENTIC LEADERSHIP FORGED IN THE CRUCIBLE Melody Smith Authentic leadership, a relatively new leadership theory, helps fill the need for principled and trustworthy leaders. Issues of integrity, values, and care for others are emphasized, aligning well with biblical foundations for Christian leaders. Of special note is the role of major life events or crucibles, referring to some transformative experience or hardship which tests a person’s limits, but also provides the means of personal growth, empathy, self-knowledge, and deeper reliance upon God. Joseph exemplified authentic leadership in practice and through years of life-changing hardship. Through his own values, self-control, compassion, and sense of purpose, he earned the trust of high officials, and even more importantly, he was found trustworthy by God, who was consistently blessed his leadership. I. INTRODUCTION On December 5, 2018, Jon Meacham, Pulitzer Prize-winning biographer of George H. W. Bush, provided a eulogy at President G. H. W. Bush’s funeral (Foussianes, 2018, para. 1). He eloquently spoke of President Bush’s character: “His life code, as he said, was: ‘Tell the truth. Don’t blame people. Be strong. Do your best. Try hard. Forgive. Stay the course.’ And that was, and is, the most American of creeds” (Foussianes, 2018, para. 12). Such life codes speak of integrity. They speak of those vital internal character qualities of trustworthy leaders. According to Meacham (2015), President Bush might justify political compromise during campaigns, but always aimed to be “principled and selfless once in command” (Meacham, 2015, p. xxv). Meacham continued, “And as Journal of Biblical Perspectives in Leadership 9, no. 1 (Fall 2019), 286-303. © 2019 School of Business & Leadership, Regent University ISSN 1941-4692 Smith/JOURNAL OF BIBLICAL PERSPECTIVES IN LEADERSHIP 287 president of the United States, Bush was often both” (Meacham, 2015, p. xxv). President Bush’s personal principles were echoed in his prayer, penned by himself, and given at his 1989 inauguration, a prayer befitting any Christian leader’s mindset: “….For we are given power not to advance our own purposes, nor to make a great show in the world, nor a name. There is but one just use of power, and it is to serve people” (Meacham, 2015, p. 552). For the Christian leader, these values of integrity, humble service, and perseverance are not optional; they reflect God’s plan for leadership (1 Tim. 3:1-12, 2 Tim. 2:15, 22-24, Acts 20:28-31, Mark 10:42-45, Josh. 1:5-7). Still a relatively new theory, authentic leadership helps fill the need for such principled leaders (Northouse, 2016, p. 206). Issues of integrity, values, and care for others are emphasized: “Authentic leaders understand their own values, place followers’ needs above their own, and work with followers to align the interests in order to create a greater common good” (Northouse, 2016, pp. 206-207). These traits develop over a lifetime (Northouse, 2016, p. 196). Of special note is the factor of critical life events (Northouse, 2016, p. 205) or crucibles (Bennis & Thomas, 2002a, p.3). A crucible refers to a significant life-changing event or crisis which forces people to examine their own values and ultimately, emerge stronger, more confident in themselves and in their purpose (Bennis & Thomas, 2002a, p. 3). These events can be either positive or negative, simple or crisis-level, but serve as catalysts for change and growth (Northouse, 2016, p. 205). President Bush’s life codes would apply to Joseph’s parallel role as a national leader. In the Genesis account, he told the truth. He didn’t blame people. He forgave. He stayed the course, even when it was long and difficult (Gen. 41:28, 45:8-9, 50:19- 21). Through extreme and lengthy crises, he consistently honored God by his character. Through his trials, God “was with Joseph” (Gen. 39:2, New International Version). This article will explore how the behavior, character, and life events of Joseph exemplify authentic leadership and how authentic leadership informs today’s Christian leaders. II. AUTHENTIC LEADERSHIP THEORY Self-Knowledge A key characteristic of authentic leadership is self-knowledge (Avolio & Gardner, 2005, p. 329). Authentic leaders are aware of their values and beliefs, and this deep understanding helps them stay true to themselves and also communicate their principles and ethics to others (Avolio & Gardner, 2005, pp. 329-330). They strengthen organizations by helping its members “find meaning and connection at work through greater self-awareness; by restoring and building optimism, confidence and hope; by promoting transparent relationships and decision-making that builds trust and commitment among followers; and by fostering inclusive structures and positive ethical climates” (Avolio & Gardner, 2005, p. 331). Model of Bill George There are various perspectives on authentic leadership. This article will focus on the approach of Bill George, devised from his own experience in the corporate world Journal of Biblical Perspectives in Leadership 9, no. 1 (Fall 2019), 286-303. © 2019 School of Business & Leadership, Regent University ISSN 1941-4692 Smith/JOURNAL OF BIBLICAL PERSPECTIVES IN LEADERSHIP 288 and from interviews with over 125 successful leaders (Northouse, 2016, p. 197). In George’s (2003) practical approach to authentic leadership, he identifies five essential elements: values/behavior, self-discipline/consistency, relationships/connectedness, heart/compassion, and purpose/passion (p. 36). These qualities are not sequential; rather, they represent life-long developmental growth (George, 2003, p. 18). Values and Behavior. Values and behavior refer to leaders’ innate sense of self: their character, what they value, and what they believe (George, 2003, p. 20). Value- driven leaders “have a clear idea of who they are, where they are going, and what the right thing is to do” (Northouse, 2016, pp. 198-199). According to Avolio, Walumbwa, and Weber (2009), authentic leadership encompasses internalized moral perspective, transparency within relationships, self-awareness, and balanced processing (p. 424). Deeply-held morality is a guiding force (George, 2003, p. 20). Self-Discipline and Consistency. As important as values are, self-discipline is necessary in order to convert one’s core values into actual behavior (George, 2003, p. 24). Stress can impede sound judgment, but authentic leaders have learned to stay calm during times of pressure (George, 2003, p. 41). Relationships and Connectedness. Authentic leaders are able to establish strong relationships (Northouse, 2016, p. 199). With a genuine tendency toward openness toward others, they share their own stories and take an interest in the stories of others. Through this exchange, bonds of trust and closeness are formed (2016, p. 199). Leaders build connection and commitment within their teams by their openness, even if the dialogue includes constructive feedback or bad news (George, 2003, pp. 40-41). Heart and Compassion. With a heart of compassion, authentic leaders intentionally care for others (Northouse, 2016, p. 200). They open themselves to people’s personal lives and problems and, in turn, team members are inspired to believe in their leader (George, 2003, pp. 39-40). Purpose and Passion. Lastly, those who hold a passionate purpose not only know their mission, but are inspired and driven by it (George, 2003, p. 19). Their work deeply matters to them (George, 2003, p. 19). They may grow and learn while working toward someone else’s purpose for a time, but ultimately an authentic leader must discover and commit to her own purpose (George, 2003, p. 19). III. THE TRANSFORMATIVE POWER OF CRUCIBLE EVENTS George (2003) describes the metaphorical crucible as some transformative life event which tests one’s limits but also reveals the self-knowledge about how the person has inwardly changed and grown from the difficulty (p. 27). In the Middle Ages, crucibles – heat-proof vessels used for high-temperature chemical reactions – were used to by alchemists attempting to turn metals into gold (Thomas, 2009, p. 21). Used for leadership contexts, a crucible describes a “transformative experience from which a person extracts his or her ‘gold’: a new or an altered sense of identity” (Thomas, 2009, p. 21). Unlike typical life events which may be stressful but predictable, crucibles incite one to find meaning; they are “more like trials or tests that corner individuals and force them to answer questions about who they are and what is really important to them” (Thomas, 2009, p. 21). Crucible events serve to validate the authentic leader’s values through stress-testing: Journal of Biblical Perspectives in Leadership 9, no. 1 (Fall 2019), 286-303. © 2019 School of Business & Leadership, Regent University ISSN 1941-4692 Smith/JOURNAL OF BIBLICAL PERSPECTIVES IN LEADERSHIP 289 It is relatively easy to list your values and to live by them when things are going well. When your success, your career, or even your life hangs in the balance, you learn what is most important, what you are prepared to sacrifice, and what trade- offs you are willing to make (George, Sims, McLean, & Mayer, 2007, p. 134). The term crucible, as used in authentic leadership theory, originated from a study conducted by Warren Bennis and Robert Thomas, and the resultant book, Geeks and Geezers (2002). They intended to explore the influence of eras on leaders using two age groups (people over seventy and people under thirty-five), but the study produced something unexpected (Bennis & Thomas, 2002b). From their findings, they developed a theory to explain how some people can find meaning through times of testing and “emerge, not just stronger, but equipped with the tools he or she needs both to lead and to learn” (Bennis & Thomas, 2002b, p. 4). Their model explains how people find meaning in their difficulties “and how that process of ‘meaning-making’ both galvanizes individuals and gives them their distinctive voice” (Bennis & Thomas, 2002b, p.
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