This article is written as part of the MHA542 Leading with authenticity in health care course through the University of Phoenix Master of Health Administration (MHA) Program. At an extremely basic level, I believe leadership is all about people. It encompasses how one behaves and the approaches/methods they use to motivate people to a goal. When I think of the best examples of leaders who have accomplished this I am drawn to the examples of Jesus and Abraham Lincoln. These two leaders were remarkably successful at setting an example while motivating people. The proof of this is that they both have lasting legacies which continue to influence many to this day; long after their in-person teaching & speeches. But how have my personal experiences formed my thoughts about leadership in health care? From 2015 to present I have volunteered as an examiner within the Malcolm Baldrige Performance Excellence program. I assume I was recruited for my process and manufacturing experience. Almost every year since then, I have been assigned to teams of health care subject matter experts reviewing health care applications. I have observed and worked with several extremely effective health care leaders during this time. This is where I witnessed first-hand health care leadership formed on a foundation of passion and dedication to others. I had only experienced this within my military career. These individuals demonstrated what I feel are key traits to authentic leaders. Although this is an opinion-based article, it is important to ground my thoughts on what accepted sources say authentic leader is. According to "Merriam-Webster"(n.d.), “not false or imitation: real, actual, and true to one's own personality, spirit, or character ‘is sincere and authentic with no pretensions’ (Definition of authentic). This definition of authentic clearly provides real, not fake, true, and sincere as traits for authenticity. I believe leaders need to have these to be authentic leaders. According to George (2016), “Previous generations of business people spent more time trying to “market” themselves as leaders, rather than undertaking the transformative work that leadership development requires” (The truth about authentic leaders). So, how can leaders develop these skills? According to George (2016), “No one can be authentic without fail; everyone behaves in-authentically at times, saying and doing things they will come to regret. The key is to have the self-awareness to recognize these times and listen to close colleagues who point them out” (The truth about authentic leaders). Therefore, self-awareness building is critical but, takes courage and a desire to improve. A good tool for gaining this self-awareness is the 360-degree review process from all levels on one’s organization. One must be willing to hear some unflattering opinion. However, if one is serious and motivated to improve themselves a starting point for the journey is essential. Unlike a traditional performance evaluation provided by one’s supervisor, a 360-degree feedback solicited feedback from subordinates, peers, and supervisors. The feedback can help a leader learn how to improve. After all, we all need improvement of some kind and being aware and willing to face this truth will provide the first step in becoming an authentic leader. Reference George, B. (2016). Harvard Business School. Retrieved from https://hbswk.hbs.edu/item/the-truth-about-authentic-leaders Merriam-Webster(n.d.). Retrieved from https://www.merriam-webster.com/dictionary/authentic NIST: National institute of standards and technology(n.d.). Retrieved from https://www.nist.gov/baldrige/how-baldrige-works/about-baldrige
