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Are You an Authentic Leader or an Authentic Jerk?
Leaders who are true to their values can inspire trust and respect, but not if “being yourself” becomes the problem.
Listen to “Are You an Authentic Leader or an Authentic Jerk?” (22:22)
Have you ever been told you have a “strong personality” or that you are very direct? Has anyone ever called you strong-willed or, worse, a moral crusader? If so, you might be walking a fine line between authenticity and abrasiveness. At a time when “bringing your whole self” to work is often praised, it’s easy to mistake bluntness for integrity and rigidity for principle. Authenticity can turn toxic when your intention to stay true to yourself begins to crowd out curiosity, collaboration, or care for how others experience you.
Chances are, you’ve heard labels like the ones above tossed around or maybe even directed at you. They often sound harmless — in our experience, the target of such remarks may even consider them flattering — but they may be intended as a corrective critique. In fact, there are quite a few familiar comments about a leader’s behavior that may reveal misalignment between the intent of their authenticity and its actual impact. (See “What You Heard Versus What They Meant.”)
