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About Jacquie

Jacquie Molloy guides senior leaders to develop and display leadership authority (what she calls Authoritas); helps Boards to discover the power (and imperative) of exploring differences of opinion through Debate; and shares the practices for personal authority, high-performing teams and cultural excellence with individuals and organisations so they can be Visible in all the right ways.

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Authoritas: a leadership approach for turbulent times

Sometimes we find ourselves facing the unexpected — a situation or event that we did not ask or plan for. 
How we react and respond in these times is the real test of our leadership.
Because leadership does not require a title (although many leaders have one) and it does not require hundreds or thousands (or millions) of followers.
We are all leaders.
And we can all demonstrate Authoritas.

Just like excellence is not the norm, but is a reward for those who do the extra work, then Authoritas is the standard of leadership that goes beyond ‘taking charge’ and ‘making decisions’ and calls into service those esteemed qualities of integrity, gravitas, authority, courage, compassion, empathy, self-awareness, critical thinking and discipline.

And just as there is no one brand of excellence, there is also no one ‘right way’ to lead.
But like all high quality experiences, like all forms of excellence, we know great and inspired and trustworthy leadership when we see it.
We recognise Authoritas without having to be told what ‘it’ is.

Authoritas sets you apart just as excellence sets you apart.
One of the core aspects of Authoritas is the question: who am I willing to be?
Having to meet the situation that is can be overwhelming and the attendant disbelief and frustration can easily lead to inertia and even complacency.
It’s human nature to try and hold the status quo no matter what.
And sometimes meeting the situation that is hurtles us into high emotion, which can be a wonderful catalyst for swift action.
As an Authoritas leader, if the strategic response is quiet inaction (for now), then hold that state with disciplined awareness and integrity and clear-sighted critical judgement.
As an Authoritas leader, if the strategic response is swift action, then undertake that with decisiveness and compassion and full accountability.
Not surprisingly, when we’re talking about Authoritas at senior levels, a high level of self-care is not weak nor is it optional — it is mandatory.
Because you know the saying ‘give until it hurts’? Well, that’s where you need to be playing: for your organisation, for your people, for your community.
The Authoritas leader knows that it’s not just learning that comes from outside the comfort zone – that’s where leading happens too.

Your mission is to continue to ask and reflect on these ‘open’ questions:
  • How am I inclusive? (And how do I know this is true?)
  • What are my secret fears and doubts — and how are they likely to show up in my decision making (or inaction) when I am fatigued or stressed?
  • Why am I putting off the final sign-off of an initiative that I know we must take?
  • How do I renew my resolve and hold myself accountable to what I say I, and we, stand for?

Who are you willing to be?
If you or your team need to bolster the critical thinking skills, perspective-taking practices and the critical leadership comms practices or want to increase the level of difference you can make, then please reach out.
I’d feel proud to help you fully embody Authoritas.

Main | Context & Perception »

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