Operationalizing an Internal Compass Toward True North in the Development of Authentic Leadership: A Coaching Approach

Abstract

Authentic leadership (AL) has been classified as one of the foundational forms of positive leadership and is less a style than a mental model. The literature draws on the analogy of a compass by which leaders may continuously navigate toward their “True North” or optimal state. The current research, which forms part of a much larger mixed methods study on AL development, explored ways for leaders to build their own internal AL compass against which to regulate their behavior. The study centered on an executive leadership team which was coached through an AL development program. Data for the paper were collected via individual semi‐structured interviews, then thematically analyzed to identify the internal and external factors influencing participants’ AL development. The findings illustrate how leaders can identify the current state of their internal selves through facilitated examination of their internal identity, purpose, values, beliefs, and psychological states, which are collectively referred to as AL levels. By deliberately refining their AL levels, they were able to adjust their visible behaviors to greater effectiveness. Leaders were then able to take steps toward constructing their internal compass to maintain their “True North” trajectory toward AL. A framework is proposed for the development of an internal AL compass.

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