Why Authenticity as a Leadership Trait Isn’t Always a Good Thing
Authenticity is a popular buzzword in business these days, and most leaders aspire to it.
But what does it actually mean to be an authentic leader, and is it always even a good thing?
People are generally considered authentic if they are true to themselves and sincere in their intent: They say what they mean, and do what they say they will do. Those are mostly great traits.
But to some extent, we’re all authentic and inauthentic at the same time — or should be. If we’re interested in personal growth, we’re in the process of “becoming.” By definition, then, growth is an “inauthentic” process because it moves you away from who you currently are and maybe even what you’ve been for a long time.
How does authenticity come into play with leadership? Leadership is external; it’s about your service to others. Authenticity is internal. If you’re always a purely authentic leader, it is more about you. This sets you up to fail those you’re serving.
Take an example from my own life: I’m more of an introvert than an extrovert. My energy gets recharged in solitude. But as Chief Medical Officer at a hospice agency, I represent my company in local, regional, and national forums. If I pursued a more introverted professional life — in other words, if I were my authentic self — I’d be failing to do my job.
There are other examples, too. I’m detail oriented — I love to dig in and discuss things before making decisions. But I’ve realized that style is too plodding for some of my colleagues. To be more effective in my role, I’ve dialed down my authenticity in that respect. This is another example of how being inauthentic allows me to do my job better.
Think about it: If everyone were fully authentic, a lot of people would be really hard to work with!
All of this said, authenticity is a powerful tool for better alignment, a guide of sorts to put yourself in situations that mesh better with your true nature. As part of the growth process, you can assess where you currently are and where you desire to go. You can use authenticity as a lens to help you judge the paths that you’re considering.
Just because you’re not being authentic, that doesn’t mean you’re calculating or scheming. Assessing your current situation, deciding where you want to go, and then mapping a pathway forward is not manipulative, scheming, or inauthentic. It’s appropriate planning.
Developing your own authentic leadership is a difficult process. It may take years, but it’s a process that’s well worth it.
In my mind, self-awareness is the key to authentic leadership. One advantage of authentic leadership can be a greater acceptance of self. Greater self-acceptance can protect you against denial and narcissistic qualities. Through a greater understanding of your behavioral patterns, you can easily reframe a negative situation in the context of what you know about yourself. Therefore, authentic leadership can decrease your defensive response to a situation.
At the end of the day, I believe authenticity should be measured on a scale. There are degrees of authenticity. How “authentic” your actions are can be dialed up or down as needed and beneficial. But you should always have a minimum set point. It’s analogous to a smart thermostat. A smart thermostat will adjust the temperature automatically within a range, never going below or above what you set it to.
