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We occasionally talk about someone holding authority abusively, and almost never ask how authority can be held effectively and creatively. There is little consideration of how to optimize the exercise of authority. I have heard varying remarks about the abdication of authority. Those enjoying little or no interference from an authority figure seem to be comfortable in the presence of abdication. Those folks who want clear direction and substantive developmental feedback are annoyed by a leader who abdicates authority.
Abuse of Authority
When authority is described as abusive, it suggests that someone or a group feels mistreated and not taken into account by those in authority. The mistreatment can be characterized by shame, blame, ridicule, sarcasm, and neglect. This easily occurs when a leader acts with the perspective that the ends justify the means. In that case, the outcome is prioritized, not how people feel getting there. When authority figures feel inadequate or scared, they often compensate by using power and don’t consider its ramifications. Abuse can also result when leaders get attached to perfection.
Abdication of Authority
To abdicate authority is to relinquish power. It is often a compensation for avoiding being abusive. Abdication is often disguised as a kind and considerate way to hold authority, when in actuality, authority isn’t being held at all. People often abdicate when they are attached to being liked. There’s a tendency to want to be perceived as a good person, which naturally compromises leadership. Whether at home with our children or in the office with colleagues, people without any leadership can experience a measure of identity crisis. For example, when boundaries are compromised at home, children don’t know where they begin and end. At work, employees can be confused about the mission and their role within it.
Inspired Authority
We don’t seem to understand what authority is when neither abuse nor abdication occurs. I have named this third consideration of authority as “Inspired Authority.” The word authority comes from the word author, whose definition is “one who causes growth.” From the Old English, the word authority means “to alter by influence.” Our inquiry can begin with how holding authority can foster growth and exert effective influence. With that in mind, we can further identify the prevailing features of Inspired Authority.
An inside job. Holding authority for others begins with self-authority. We live with the questions: How do we best support our own growth? Am I aware of my professional and personal developmental edges? Am I aware of my values and how I will live in line with what truly matters to me?
Willingness to hold authority for others. I’m willing to take on the responsibility to support the growth of individuals, the team, and the organization. How effectively do I exercise influence while honoring the uniqueness of others?
Listening. Listen again and again. It’s fine to have a voice that clarifies what we value and the nature of the mission. However, listening is a large trust builder. When we listen, authority figures are perceived as people others can be transparent with, who will hear and understand them. Listening also informs us about who we are leading, what those people need, what their strengths are, and which areas need development and commitment to the mission.
Stewarding mutual respect and trust. Mutual respect is stewarded when you and those who follow you both feel regarded. Mutual trust develops when you both believe you’ll be told the truth and be treated kindly.
Causing growth. Holding Inspired Authority means understanding that people are open to growth and development because they are affirmed and valued for who they are. It doesn’t work when authority figures cite someone’s development as the solution to some dissatisfaction. The key is to acknowledge what is working well and how that can be enhanced. Sheldon Kopp said it well: “I’m not interested in character development as long as that implies in any way that my Buddhahood is not already at hand.” Kopp is clear; he is willing to develop, but that is not a statement about his current unworthiness. This implies that growth is about deepening and not refining.
Altering by influence. Influence does not mostly happen by decrees and lectures. It happens by modeling. Be clear about what you want to model and what you are modeling. Ask someone you trust for feedback on how your modeling is going.
Celebration. Inspired Authority encourages celebration of achievement, success, commitment, and effort. It’s too easy to limit celebration to what people do, failing to acknowledge who they are. The cohesive fabric of a culture is enriched when authority figures recognize devotion, kindness, resiliency, and authenticity.
Authority figures need to remain corrective, noticing when we wander into abuse or abdication. Holding Inspired Authority is not a place we arrive. It is an apprenticeship that we steward through awareness and practice. Human potential flourishes when we feel privileged to be those “who cause growth.”
