Leadership is often seen as a virtue that requires authenticity. Leaders who are authentically themselves, who “say it as it is”, and who refuse to compromise for appearances are praised. In a world that is tired of corporate jargon, political spin and other forms of spin, authenticity can be a breath fresher. It is positioned as an indicator of strength, integrity and transparency.
Has the obsession for leadership authenticity become too much?
Authenticity with no restraint
Take Donald Trump. His leadership style is largely influenced by his worldview. He has a transactional view of global politics and distrusts multilateral institutions. He also prefers strongman diplomacy. He didn’t suddenly change his mind when he decided to impose tariffs on trade, to disengage from NATO or to cozy up to autocratic leaders. These were views he had long held. Technically, he was genuine.
His approach, however, has sometimes alienated allies, weakened global partnerships and created uncertainty both at home and abroad. His “unfiltered” communication style, which is often praised as being “real”, has exacerbated diplomatic tensions and undermined institution credibility.
Being yourself doesn’t make you virtuous
Unfiltered authenticity is based on the assumption that “being true to yourself” inherently means being good. But authentic leadership goes beyond self-expression. It’s all about self-restraint and taking responsibility for your words and actions.
Leadership is best achieved when the actions taken are balanced against the needs of others, the current situation and the greater good. Being yourself only works if your values, behaviors and biases are in line with what other people need. Insisting on authenticity is damaging when it’s not the case.
The dangers associated with self-indulgence
Let’s face it: not all personality traits or beliefs should be expressed. It’s not courageous to embrace a leader’s impatience or bluntness, for example, in the name authenticity.
Leaders who are too attached to their own perspectives can limit innovation, stifle delegation and hinder collaboration.
Integrity vs authenticity
The question is not whether or not to be genuine, but rather how to maintain integrity. Authentic leadership is not a license to indulge in every opinion or impulse. It should be grounded in more fundamental principles, such as compassion, humility, and a desire to grow.
Transparency is not the goal. Aligning values with actions and adapting behaviours to better serve others is what it’s all about. This requires high levels of self-awareness from leaders.
Change and adaptability aren’t unauthentic
Adaptability doesn’t mean weakness. Adaptability is not a sign of weakness.
This doesn’t mean that leaders should be chameleons. This means having an internal compass that is stable, coupled with emotional intelligence so you know when to speak and listen, as well as when to change direction.
Leading others
Today, leadership is more than just self-expression. It is important to be able to build trust with people of different backgrounds, balance conviction and curiosity, and translate values into actions – rather than just stating them.
The goal is not to “live one’s truth”. The goal is to create an environment where others can flourish. This requires more than just authentic leadership. Flexibility, discipline and empathy are required.
The Harder Question
Next time you assess a leader’s authenticity, or your own, ask yourself the more difficult question: Are they true to values which elevate others? Or are they just promoting an image?
Leadership is not about being you. It’s all about being the person others want you to be, ethically, wisely, and with purpose.
