The Transformational Leader

16Authentic Leadership: Leading with Integrity

Look for three things in people: Intelligence, energy, and integrity. And if they don't have the last one, don't even bother with the first two.

—Warren Buffet

FEW THINGS ARE as powerful as remaining true to oneself and facing each day with integrity. But even for those who pride themselves on being authentic, the siren call of professional power, influence, and prestige can overshadow their core values. As such, we do not define leaders by their rise to prominence, but rather by their ability to resist external pressures at the top, where temptation is strongest.

Throughout history, accomplished leaders have reached positions of great power and influence, only to fall from grace after compromising their principles. This includes political leaders like President Richard Nixon and South Korea's Park Geun-hye, sports superstars such as Lance Armstrong, Pete Rose, and Barry Bonds, and business leaders like Wells Fargo CEO John Stumpf and Turing Pharmaceutical's founder Martin Shkreli. The tragedy is that when those in positions of power stray from their core beliefs, it's not just their reputations that suffer; they also jeopardize entire organizations and put the livelihoods of thousands at risk.

Case in point: the 2008 financial crisis was a devastating event that shattered countless dreams and caused widespread pain and despair. Beyond the headlines of chaos and economic turmoil lies the truth: the crisis wasn't the result of ...