In today’s workplace, “authentic leadership” and “bringing your whole self to work” are celebrated concepts. We are encouraged to be vulnerable, lead with our values, and be true to ourselves.
While this advice often comes from a good place, it’s not the whole story. Is there a point where ‘being authentic’ can actually backfire?
According to researchers, there is a “shadow side” to authenticity that we need to consider. We read a lot about authenticity, authentic leadership, and being able to bring our whole selves to work. But Amy Edmondson and Tomas Chamorro-Premuzic summarize four shadow sides to consider:
- Unfiltered emotions
- Biases and prejudices
- Radical candor taken to far
- Self-centeredness
At first this gave us pause. We believe leaders should be authentic. For us this means being vulnerable, living and making decisions based on our values, and being true to ourselves. That said, the 4 concerns above should give all of us pause.
Tomas Chamorro-Premuzic summarized his research findings in his HBR excerpt that authenticity does not automatically result in being a better leader or one viewed as competent by others. It should come as no surprise that being a strong and competent leader requires knowing and caring about the needs of others on the team and when those needs come first. People responded that this type of leader is more trustworthy and caring.
He adds a few more considerations in an article cowritten with Amy Edmondson:
- Venting Raw Emotions
- Over Sharing
- Inappropriate dress and appearance
- Lack of humility and modesty
- Humor and Sarcasm
- Social Media Posts
As Tomas states, “People don’t judge authenticity by how you feel about yourself; they judge it by whether your behavior seems appropriate, effective, and considerate”.
Their advice, detailed in HBR’s “When Authentic Leadership Backfires” and Fast Company’s “To Create Psychological Safety, Don’t Bring Your Whole Self to Work,” is to bring our BEST selves to work.
We would add that this requires cultivating:
- Social Skills
- Self-Awareness
- Emotional Intelligence
- Active Listening
- Empathy
These leader qualities ensure appropriate, effective, and considerate leadership. The qualities embrace psychological safety and a safe and sound culture that enhances the well-being of all stakeholders AND the organization.
Yes, individuality should not be suppressed, but this does not mean it is ever appropriate for angry, biased, and unchecked outbursts towards another which undermine a safe and positive work environment. As Amy Edmonson stated, “Authenticity and psychological safety should reinforce each other. Authenticity without self-awareness becomes selfishness”.
A safe and sound workplace requires leaders as well as all stakeholders to co-create a safe space. This does not compromise authenticity but demonstrates leader qualities that foster a great place to work and ensures the well-being of all.
Photo by Rineshkumar Ghirao on Unsplash