In leadership, authentic leadership is often hailed as the ultimate virtue. We celebrate leaders who are unapologetically themselves – who “say it like it is” and refuse to bend for appearances. In a world weary of corporate jargon and political spin, authenticity can feel like a breath of fresh air. It’s positioned as a sign of integrity, transparency and strength.
But has the obsession with leadership authenticity gone too far?
Authenticity without restraint
Consider Donald Trump. Much of his leadership style reflects his personal worldview: a transactional approach to global politics, distrust of multilateral institutions and a preference for strongman diplomacy. His decisions to impose trade tariffs, disengage from NATO and cosy up to authoritarian leaders weren’t sudden shifts – they echoed views he’d long expressed. In a technical sense, he was authentic.
And yet, his approach has at times alienated allies and weakened global partnerships, creating uncertainty at home and abroad. His unfiltered communication style – often praised by supporters as “real” – has fuelled diplomatic tensions and eroded institutional credibility.
Being yourself isn’t automatically virtuous
Unfiltered authenticity assumes that being “true to yourself” is inherently good. But authentic leadership isn’t just about self-expression. It’s about self-restraint – and accountability for the impact of your words and actions.
Leadership works best when actions are weighed against others’ needs, the demands of the moment and the greater good. “Being yourself” only works when your self – your values, behaviours and biases – aligns with what others need from you. When it doesn’t, insisting on authenticity can be damaging.
The dangers of self-indulgence
Let’s be honest: not every personality trait or belief should be aired. If a leader is prone to impatience, bluntness or tunnel vision, embracing those traits in the name of authenticity isn’t courageous – it’s careless.
Leaders who cling too tightly to their own perspective can stifle innovation, resist delegation and limit collaboration.
Authenticity vs integrity
The challenge isn’t whether to be authentic, but how to maintain integrity. Authentic leadership shouldn’t be a licence to indulge every impulse or opinion. It should be rooted in deeper principles: compassion, humility and a willingness to grow.
It’s not about transparency at all costs. It’s about aligning your values and actions – and adapting your behaviour to serve others better. That requires a high degree of self-awareness in leadership.
Adaptability and change aren’t inauthentic
Adaptability isn’t a sign of weakness. Some of history’s most respected leaders weren’t known for unchecked self-expression, but for their ability to listen, reflect and act with moral clarity – while responding to context.
That doesn’t mean leaders should be chameleons. It means having a stable internal compass, paired with the emotional intelligence to know when to speak, when to listen and when to change course – all hallmarks of values-based leadership.
Leading for others
Leadership today demands more than self-disclosure. It requires the ability to build trust across difference, to balance conviction with curiosity and to translate values into action – not just assertion.
Ultimately, the goal isn’t to “live your truth”. It’s to create conditions where others can thrive. That takes more than authentic leadership. It takes flexibility, discipline and empathy.
The harder question
So next time you evaluate a leader’s authenticity – or your own – ask the harder question: are they being true to values that elevate others? Or are they simply indulging an image?
Because at its core, leadership isn’t about being yourself. It’s about being what others need you to be – ethically, wisely and with purpose.
