Inauthentic Leader – What It Really Means – Asrar Qureshi’s Blog Post #1110

Inauthentic Leader – What It Really Means – Asrar Qureshi’s Blog Post #1110

Dear Colleagues! This is Asrar Qureshi’s Blog Post #1110 for Pharma Veterans. Pharma Veterans Blogs are published by Asrar Qureshi on its dedicated site https://pharmaveterans.com. Please email to pharmaveterans2017@gmail.com  for publishing your contributions here.

Credit: Thirdman

Credit: Yan Krukau

Preamble

In an era where transparency and vulnerability are championed in leadership conversations, the mantra of "being authentic" has become a badge of honor. From leadership seminars to TED Talks, leaders are constantly told to bring their true selves to work. But what does authenticity in leadership actually mean—and can being "too authentic" actually be counterproductive?

The thought-provoking article "Don’t Be an 'Authentic' Leader" by Graham Ward, published by INSEAD Knowledge, challenges the oversimplified view of authenticity. It argues that while staying true to one’s values is essential, there are limits to how much of our inner selves we should expose in professional settings. This blog post discusses when authenticity becomes a liability and how leaders can strike a balance between being real and being responsible.

The Leadership Dilemma: Confidence vs. Vulnerability

Ward’s article opens with the case of Ella, a newly appointed CFO at a major German bank. Intelligent and qualified, Ella steps into her new leadership role filled with self-doubt. She wonders how to appear confident while internally grappling with insecurity. Should she share her vulnerability with her team or mask it behind a façade of certainty?

Ella’s story is far from unique. New leaders—especially those entering senior roles—often experience imposter syndrome. The pressure to appear confident and in control can conflict with their internal emotional state. Many are left wondering whether displaying vulnerability will erode their credibility or build trust.

The push for authenticity tells leaders to "just be yourself." But what happens when your true self is unsure, anxious, or even afraid? This is where blind adherence to authenticity can fall short. Leadership demands emotional regulation and a sense of timing that goes beyond simple honesty.

The Misconception of Authenticity

The common perception of authenticity is equated with unfiltered truth. However, as Ward points out, this interpretation is too simplistic. Authenticity in leadership isn’t about saying whatever you’re feeling in the moment or wearing your heart on your sleeve 24/7. Instead, it’s about acting in alignment with your core values while still exercising judgment, empathy, and strategic foresight.

Leadership is a role, not a personality trait. Just like a surgeon in the operating room or a pilot in the cockpit, a leader has responsibilities that may at times require them to set aside personal emotions. That doesn’t mean being fake—it means being intentional.

The Risks of Over-Authenticity

Too much authenticity, especially when expressed without emotional intelligence, can lead to unintended consequences.

If a leader constantly reveals uncertainty or emotional turmoil, it can shake team confidence. Followers look to leaders for stability, particularly in times of crisis. Over-sharing can confuse professional lines and create discomfort or even resentment among team members. Sometimes, sharing personal struggles becomes more about relieving one’s own emotional burden than supporting the team.

These outcomes don't align with the purpose of leadership, which is to guide, inspire, and empower others. There’s a fine line between being open and being unfiltered.

Authenticity Reimagined: A Strategic Approach

Authenticity should be redefined not as emotional transparency, but as value-driven leadership. This involves several key practices.

Clarity on Core Values

Truly authentic leaders are grounded in a clear set of principles. They know what they stand for and make decisions aligned with those beliefs. This internal compass helps them maintain consistency in their actions and messaging, which builds long-term trust.

Situational Adaptability

Being authentic doesn’t mean behaving the same way in every situation. Great leaders adapt their communication style and emotional expression based on the needs of their audience. This isn’t manipulation—it’s respect and empathy.

Emotional Intelligence

Emotional intelligence is central to practicing thoughtful authenticity. Leaders must read the room, manage their own emotional responses, and express themselves in a way that supports—not derails—the organizational mission.

Selective Vulnerability

Vulnerability has its place in leadership, but it should be purposeful. Sharing personal stories, admitting mistakes, or asking for help can humanize leaders and build connection. But timing and context are everything. The goal should be to build trust, not shift burdens.

How can leaders apply these insights in their daily practice?

- Prepare Before You Share: When revealing something personal or emotional, consider the impact on your team. Is your message going to inspire, clarify, or support them? If not, hold back.

- Focus on the Message, Not the Messenger: Make sure that your personal disclosure serves a larger point. It should help your team understand the vision, navigate a challenge, or feel seen.

- Solicit Feedback: Invite trusted colleagues or mentors to give you input on how your leadership style is being perceived. Sometimes what feels authentic to you may come off differently to others.

- Balance Confidence with Curiosity: It’s okay not to have all the answers. Expressing curiosity and a willingness to learn can be more impactful than pretending to know everything.

- Lead with Purpose: In every interaction, anchor yourself in the values you want to embody. Whether it’s integrity, fairness, innovation, or empathy—let these guide your behavior, not fleeting emotions.

Evolving With the Role

Leadership is not static; it evolves with time, experience, and context. New roles often require stepping out of comfort zones and expanding one’s emotional range. Leaders must be willing to experiment, make mistakes, and adjust their approach without losing their sense of self.

Authenticity, in this broader sense, becomes a journey rather than a fixed trait. It's about becoming the kind of leader who reflects the best version of themselves in service of others. This version may not always be the rawest or most unfiltered, but it is intentional, grounded, and adaptive.

Sum Up

The call for authentic leadership is not misguided—it’s necessary in a world craving realness, empathy, and integrity. However, the practice of authenticity must go beyond the surface. Leaders are not merely individuals expressing their feelings; they are stewards of trust, culture, and organizational success.

By redefining authenticity as value-driven behavior combined with emotional intelligence and strategic self-awareness, leaders can remain true to themselves while also serving the greater good. They can support their teams without oversharing, show vulnerability without undermining confidence, and lead with clarity without being rigid.

In today’s complex business landscape, being real isn’t enough. Leaders must be real—and wise. They must blend authenticity with responsibility, creating a leadership presence that is both human and effective. That’s not a compromise—it’s the essence of great leadership.

Concluded.

Disclaimers: Pictures in these blogs are taken from free resources at Pexels, Pixabay, Unsplash, and Google. Credit is given where available. If a copyright claim is lodged, we shall remove the picture with appropriate regrets.

For most blogs, I research from several sources which are open to public. Their links are mentioned under references. There is no intent to infringe upon anyone’s copyrights. If, any claim is lodged, it will be acknowledged and recognized duly.

Reference:

https://knowledge.insead.edu/leadership-organisations/dont-be-authentic-leader