Nine Differences Between Autocratic and Authentic Leadership
First, my definitions of each in building this comparison:
· Autocratic Leadership: In this leadership style, the designated leader makes decisions unilaterally, expecting subordinates to follow without input or feedback. There is usually little input from other stakeholders nor complete communication when implemented.
· Authentic Leadership: This leadership style is where leaders are true to themselves, understand their strengths and weaknesses, and lead with self-awareness, transparency, and integrity. They rely on input from affected stakeholders and are transparent in the implementation.
I selected nine areas of cultural dynamics to reflect the differences between the two from my experiences over 50 years of management at various levels. Have tried to be somewhat objective, but anyone who has ever worked with me knows that I lean heavily to the Authentic side and reject game-playing to manipulate.
Below are my selections; I don’t expect everyone to agree, but that’s life.
- Decision-making Process:
· Autocratic: The leader makes most if not all, decisions without consulting their team. They are fond of closed-door meetings and only reveal information on a self-defined need to know only basis. Generally, they will rely on some data but favor the decision with confirmational biases and ego. Seldom any delegation of power or decision-making.
· Authentic: The leader values input from their team and often involves them in the decision-making process. The final decision-making process will include input from affected stakeholders and potentially even clients. The words heard during implementation are: It’s in the best interest of all stakeholders! It will allow delegation of power and decision-making throughout the organization.
2. Feedback and Communication:
· Autocratic: Feedback is often top-down, and communication is limited. Employees might not feel encouraged to voice their opinions or concerns. Whatever information is provided may be a form of propaganda to support the handed-down decision. When the posters are plastered on the walls, everyone is expected to buy into the process, but it seldom happens.
· Authentic: Open communication is promoted, and leaders often seek feedback to improve themselves and the organization. Communications are usually transparent, genuine, and fact supported based on input from the affected stakeholders. Buy-in is requested but not demanded, so there may not be 100%, but everyone is free to make their own decisions and how they will adapt to the change.
3. Flexibility:
· Autocratic: Tends to be rigid, with strict rules and procedures. Change is often resisted from all corners of the organization. It may be considered dictatorial and unchangeable, with no room for flexibility. The organization is expected to follow the defined rules without question.
· Authentic: More adaptive and flexible, understanding that change can be necessary for growth. Generally, this process is one of testing, implementing, reviewing, adapting, and continuing implementation with a final review of what worked and what didn’t shared with the stakeholders involved.
4. Motivation:
· Autocratic: Motivation is often driven by fear of punishment or the allure of rewards. Rewards are usually surrounded by a plethora of rules and commitments necessary, only to find out that they may or may not be provided based on the final decision of the autocratic leader.
· Authentic: Motivation is intrinsic, stemming from a shared vision and mutual respect. Excitement is contagious and spreads throughout the organization based on the implemented process’s observed success.
5. Relationship with Subordinates:
· Autocratic: The connection is always hierarchical and distant. Lines of communication are rigid, with actual or perceived punishment for going outside the prescribed process or making mistakes. Perfection is preached but never reached.
· Authentic: Leaders foster genuine relationships based on trust and mutual respect. Connections are built to survive the chaos of change, making everyone more responsive. Stakeholders are allowed to make mistakes and learn from them in the process. Excellence is the prevailing desire of all, and it is obtained regularly.
6. Self-awareness and Growth:
· Autocratic: Leaders might lack self-awareness and are less likely to admit mistakes. They will often want to be perceived as the only ones capable of providing solutions and tend to be the ones to blame others when things go wrong.
· Authentic: Leaders are self-aware, often seeking personal and professional growth, and admit their weaknesses and mistakes. They share their own mistakes and allow others to do the same. Solutions may come from anywhere in the company and will be treated with respect and gratitude when implemented. There is no blame game, only forgiveness for mistakes and praise when they learn from them.
7. Organizational Culture:
· Autocratic: The culture might be characterized by fear, low morale, and high turnover. Groupthink is rampant because it shows loyalty. There is no room for critical, independent, or innovative thinking. Silos are evident throughout the company.
· Authentic: The culture fosters trust, high morale, and employee engagement. People are supported when they provide critical, independent, and innovative thinking. Collaboration between departments and sites occurs naturally.
8. Vision and Values:
· Autocratic: The leader’s vision and values might be unclear or focused solely on results, often at the expense of ethical considerations. They may be tacked all over the office, but it is generally for display only. When observing the action of leaders in the workplace will reflect areas where it is not universal but instead based on role, title, or personal relationships. Exceptions to the rule are customary. It will strive for uniformity rather than unity.
· Authentic: Leaders align their vision and actions with clear values, often emphasizing ethical considerations and the greater good. They become embedded in the culture, so everyone is exposed to it regularly. The goal is unity, not uniformity.
9. Long-term Impact:
· Autocratic: While this approach might produce results in the short term, it often leads to burnout, high turnover, and stagnation in the long term. Survival is solely based on quarterly productivity, sales, or profit and immediate response to negative indications without consideration of the impact on people, clients, or the marketplace.
· Authentic: Although it might take time to see the benefits, authentic leadership fosters long-term growth, innovation, and a sustainable positive organizational culture. Adjustments are made dynamically after careful, transparent, and accurate consideration of the impact on all stakeholders.
Finally, there is a place for both of them today. However, autocratic leadership might be effective in situations requiring quick decision-making and a firm hand, such as crises, disasters, and hard-core security-driven industries. Short-term mentality. Change is avoided at all costs, and a more agile and aggressive competitor can blindside them.
Authentic leadership is more sustainable and beneficial in fostering a positive organizational culture and building genuine stakeholder relationships. Focuses on long-term growth and dynamic ideation, innovation, and adaptation. Change is embraced, chaos is allowed, and they will look to innovate a role in the marketplace regardless of competitors.
