The business world is full of rapid change and uncertainty. Now, more than ever before, authenticity has become an essential trait for leaders to instil a sense of realness and connection in a volatile world. Employees need a sense of purpose and to feel like they belong to an organisation that values them and reflects their values and beliefs. This starts with human connections and trust. Organisations flourish when their leaders align their values with their actions. But what does it mean to be authentic in leadership, and why is it so critical in today’s workplace?
Why authenticity matters
Leaders need to have the trust and commitment of their teams. Authenticity fosters trust. When leaders communicate openly, admit mistakes, and stay true to their values, they create a safe environment where employees feel empowered to do the same. Harvard Business School professor and author Bill George notes, “Authentic leaders demonstrate a passion for their purpose, practice their values consistently, and lead with their hearts as well as their heads.” This alignment not only builds trust but also sets a powerful example for teams to follow.
In contrast, inauthenticity can negatively impact morale and engagement. A study by Catalyst revealed that employees who perceive their leaders as authentic report higher job satisfaction and commitment to their organisations.
Characteristics of authenticity
- Self-Awareness
Authenticity begins with understanding yourself. Reflecting on your strengths, weaknesses, and core values allows you to lead with clarity and purpose. As Brené Brown puts it in her book Daring Greatly, “Authenticity is the daily practice of letting go of who we think we’re supposed to be and embracing who we are.” - Consistency
Being genuine means aligning words with actions. Employees watch closely to see if their leaders “walk the talk.” Consistent behaviour reinforces credibility and fosters a culture of reliability. - Vulnerability
Gone are the days when leaders had to project an image of infallibility. Today, vulnerability is a strength. By admitting mistakes or acknowledging challenges, leaders humanize themselves and strengthen connections with their teams.
How can you be a more authentic leader?
- Share your story – Personal narratives can bridge gaps between leaders and employees. Sharing experiences, especially those involving challenges or failures, creates relatability and inspires resilience. This doesn’t have to stay to the confines of work. If you feel comfortable, there is no harm in sharing your personal stories, triumphs and failures. When people can relate to you on a human level, they are much more likely to build a strong bond and trust. Research shows that people generally want to help others, and feel a greater connection with those who show their vulnerabilities (within reason, of course).
- Ask for feedback – Authenticity grows through openness. Regularly asking for and acting on feedback shows humility and a commitment to improvement. When people feel ‘safe’ to give honest and constructive feedback, not just false praise, there is room for genuine improvements. Make sure if you are asking for feedback on how you or the team can do things better, that you have the humility to accept the feedback with an open heart and mind.
- Embrace diversity – Authentic leaders celebrate individual differences and encourage diverse perspectives, creating an inclusive environment where everyone feels valued. It’s important people feel they don’t have to fall in line and have the same thoughts and opinions as the leaders in their team. Creating a culture where diversity is celebrated encourages creative thinking and innovations.
When leaders model authenticity, they pave the way for a culture of openness and trust. Employees feel safe expressing their ideas, leading to greater collaboration and innovation. Moreover, businesses with authentic leadership often experience higher retention rates, as employees are more likely to stay in environments that align with their values.
While authenticity is vital, it’s not without challenges. Leaders may fear being too vulnerable or worry that their authenticity will not resonate with others. Striking the right balance between openness and professionalism is key. Bill George warns against “fake authenticity,” where leaders attempt to appear genuine without real self-reflection or action. Authenticity isn’t a performance, it’s a lifestyle.
In today’s workplace, authenticity isn’t just a leadership style, it’s a necessity. Genuine leaders inspire trust, loyalty, and performance, setting the tone for a thriving culture. By embracing self-awareness, vulnerability, and consistency, leaders can unlock the true potential of their teams and themselves.
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