1. Running head: INTERNAL LEADING THE EXTERNAL 1
Uncovering the Leader’s Internal Self
Roger A Wolter
Concordia University

2. INTERNAL LEADING THE EXTERNAL
Uncovering the Leader’s Internal Self
A variety of texts and authors propose the analysis of leadership begins by looking within.
As Bill George states “To find your purpose, you must first understand yourself, your passions
and your underlying motivations” (2003, p. 33). Goleman identifies what he calls emotional self-
awareness as the ability to understand your emotions and recognize their impact in the workplace
(2000, p. 4). The internal state is examined intensely and deeply and considered paramount as
Palmer proposes “A leader is a person who must take special responsibility for what’s going on
inside him- or herself, inside his or her consciousness, lest the act of leadership create more harm
than good” (2000, p. 4).
The internal human state influences the visible character of the leader, and can influence or
perhaps direct his or her external actions. And, in turn impact the success of the organization in
which the leader is operating. Goleman identified effective leaders possessed six or more
emotional intelligence competencies (2000, p.3). These competencies resulted in leadership styles
impacting the organization’s climate and financial return. Study and introspection provide the
basis for the developed authentic personal belief system employed by Bill George creating a trust
filled, integrity driven environment for his team members (2003, p. 34). The working environment
created by the leader toady may also contain a shadow side, and it is this shadow side that is
projected onto institutions and our society (George, 2003, p. 7). The internal motivational
intricacies of a leader are largely unknown by the leader himself.
Internal
Leadership improvement guides have historically focused on development of external skill,
but neglect the vital deep internal search a leader must make to effectively lead. “Nelson Mandela
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imprisoned for 30 years, emerged prepared for leadership, not despair. He explored deep the
violence and terror. He led people toward our complex and inexplicable caring for each other”
(Palmer, 2003, p. 7). The journey of self-discovery is not easy. Insecurity and fear are likely
shadows to be encountered and wrestled with during a leader’s transformation. Bill George
explains the antithesis of authentic character, “Many leaders- men in particular- fear having their
weaknesses and vulnerabilities exposed, so they create distance from employees and a sense of
aloofness, instead of being authentic they are creating a persona for themselves” ( 2003, p. 36).
Once a public persona is constructed less interest in introspection and discovery will follow.
Developing ones heart in preparation for leadership means following your own path being open to
all of life’s experiences, “It means being in touch with the depths of your inner being and being
true to yourself” (George, 2003, p. 37). The activity of self-discovery if pursued can be a useful
endeavor for the burgeoning or seasoned leader attempting to shape his or her behavior to
effectively influence his organization.
External
Introspection leading to self-awareness and understanding of emotional intelligence
provides an advantage to a leader or the organization to which the leader belongs. Goleman in
Leadership That Gets Results found a direct correlation to leadership style and the effects of six
drivers of organizational climate. In addition, the climate was found to directly impact financial
results (2000, p. 5). These drivers could in different situations positively or negatively affect the
climate. Palmer states it this way “We share responsibility for creating the external world by
projecting either a spirit of light or a spirit of shadow on that which is “other” than us. Either a
spirit of hope or a spirit of despair” (2003, p. 7). Projection of spirit or creation of the climate
occurs in the daily process of leading. But, the leader’s context is not static, and the external
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actions of a leader can sway depending on the environmental situation. By having completed the
internal examination of self the prepared leader can face the changing landscape of leadership
confidently. The fruit of knowing oneself is evident in life’s experiences. Bill George emphasizes
the point vividly when he states “Only in the crucible will you learn how to cope with pressures to
compromise your values and deal with potential conflicts between them” (2003, p. 38).
Discussion
Deep introspection and understanding can help a leader assign labels to styles and mate
styles to personalities or situations for specific outcomes. Understanding self is necessary to
discover purpose and passion. Once the leader ‘knows they self’, his self must lead him to act. “If
you are a leader exert yourself to lead” Romans 12:8 (New English Bible). Without this act of
volition the leader commands nothing and fails at fulfilling his purpose. The environment of
leadership is the stage in which the gifted leader performs. It is this arena he will be judged, but
best prepared through careful fearless internal study.
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References
George, B. (2003), The Journey to Authenticity. Leader to Leader, 2004: 29–35. doi:
10.1002/ltl.60
Goleman, D. (2000). Leadership That Gets Results. Harvard Business Review, 78(2), 78-90.
Palmer, P. (2000), Leading from Within, Let Your Life Speak: Listening for the Voice of
Vocation.
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References
George, B. (2003), The Journey to Authenticity. Leader to Leader, 2004: 29–35. doi:
10.1002/ltl.60
Goleman, D. (2000). Leadership That Gets Results. Harvard Business Review, 78(2), 78-90.
Palmer, P. (2000), Leading from Within, Let Your Life Speak: Listening for the Voice of
Vocation.
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