By fostering a heightened sense of personal responsibility and authenticity, existentialism helps leaders develop a strong moral compass, enabling them to navigate complex ethical dilemmas with integrity and purpose. The meaning of authenticity Authenticity refers to the degree to which an individual is true to their own personality, values and spirit, despite external pressures and influences. It involves a commitment to self-examination and the courage to live by one’s own principles and beliefs, rather than conforming to societal expectations or external norms. Authenticity requires acknowledging one’s freedom and the responsibility that comes with it, embracing the anxiety and uncertainty that accompany the pursuit of a meaningful life. For leaders, authenticity means leading with genuine intentions and actions that align with their core values while being transparent, honest and consistent in their decision‑making processes and interactions with others. An authentic leader does not simply perform a role or adhere to a prescribed set of behaviours; instead, they strive to understand and express their true self, creating an environment where others feel encouraged to do the same. This, in turn, promotes a culture of authenticity throughout an organisation, where individuals feel empowered to express their true selves, leading to higher levels of engagement, creativity and moral accountability. Dispelling bad faith & existential angst What becomes apparent, however, is the tendency towards self‑deception, a concept Sartre refers to as “bad faith”. This occurs when individuals deny their inherent freedom and responsibility by adopting management styles or corporate practices that do not align with their personal ethical standards, merely to conform to perceived expectations or to avoid conflict. Bad faith undermines the development of genuine leadership qualities, prompting individuals to make decisions that are inconsistent with their true values and beliefs, particularly in response to new and unexpected situations for which they are unprepared. This lack of authenticity can erode trust and integrity within an organisation, as leaders operating in bad faith may be perceived as insincere and unreliable. The misalignment can also create a disconnect between personal and organisational values, resulting in reduced employee morale and engagement. Conversely, the tension between personal and organisational values can lead to existential angst or distress, as individuals grapple with the fear of losing their authenticity or compromising their integrity. Kierkegaard’s exploration of existential angst highlights the inner conflict that arises when individuals confront the reality of their freedom and the weight of their choices. For leaders, this can manifest as a profound sense of anxiety and
BIOGRAPHY Neil Ralph is a senior teaching fellow in leadership and change at Lancaster University Management School (LUMS). As an educator, coach and coach supervisor, Ralph is passionate about developing a pedagogy and practice that empowers learners, enables change and enhances impact. He is a founding member of the Centre for Scholarship and Innovation in Management Education at LUMS and editor of the centre’s journal, Scholarship Matters
uncertainty, stemming from the recognition of their immense responsibility and the potential consequences of their decisions. This heightened awareness of freedom requires leaders to acknowledge that their choices shape not only their own lives but also the lives of their employees, the direction of their organisations and, in some cases, broader societal outcomes. The pressure to make ethical, effective decisions can be overwhelming, leading to periods of self-doubt and introspection. However, this angst can also serve as a powerful catalyst for growth and authenticity. By facing their existential fears, leaders can develop a deeper understanding of their values and motivations, ultimately fostering a leadership style grounded in genuine self-awareness and ethical integrity. Embracing this existential struggle allows leaders to navigate the complexities of their roles with a greater sense of purpose and commitment to their true selves, creating a more authentic and inspiring leadership presence.
28 | Ambition | OCTOBER 2024
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