Managing Authenticity: The Paradox of Great Leadership

Leadership demands the expression of an authentic self. Try to lead like someone else—say, Jack Welch, Richard Branson, or Michael Dell—and you will fail. Employees will not follow a CEO who invests little of himself in his leadership behaviors. People want to be led by someone “real.” This is partly a reaction to the turbulent times we live in. It is also a response to the public’s widespread disenchantment with politicians and businesspeople. We all suspect that we’re being duped.

Our growing dissatisfaction with sleek, ersatz, airbrushed leadership is what makes authenticity such a desirable quality in today’s corporations—a quality that, unfortunately, is in short supply. Leaders and followers both associate authenticity with sincerity, honesty, and integrity. It’s the real thing—the attribute that uniquely defines great leaders.

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