Is authentic leadership a myth?

Is it possible to lead with authenticity? Do we even understand what it means? The common

definition is a leadership style characterised by high standards of integrity, where decisions

are guided by principle rather than short-term success. Leaders who embody authenticity

take responsibility for their actions, allowing their inner moral compass and rationale to drive

daily decisions. A fantastic example, although not from a business environment, is Martin

Luther King and the Civil Rights Movement. Martin Luther King passionately believed in non-

violence and this core belief drove him to respond to violence and ugliness with non-

violence. In the corporate context, an authentic approach earns trust from employees,

fostering healthier work environments and boosting team performance. Authenticity allows

leaders to express their own vulnerability to their teams – maybe a leader is below par due

to personal or other professional pressures – and allow for natural fluctuations in energy and

drive.

Those who argue that authentic leadership is a myth point to the complexities of modern

business environments. Leaders are often forced to juggle conflicting or competing interests,

such as satisfying shareholders while meeting performance quotas. As a result, these

demands can make it difficult for leaders to remain fully authentic, as they may sometimes

need to compromise their values to achieve short-term success or navigate challenging

scenarios. In these contexts, critics claim authenticity becomes more of an ideal, or even a

myth, than a practical reality.

I don’t believe that authentic leadership is a myth; rather, it is about striking a balance

between staying true to one’s core values while pragmatically adapting to the demands of

the business. We all face external pressures, but these shouldn’t be prioritised over

authenticity. By being self-aware and adaptable, we can make principled decisions even in

challenging situations. The key lies in finding ways to maintain integrity and transparency,

while being flexible enough to meet organisational goals. Authenticity, in this sense, is not

rigid but adaptable - enabling long-term success without compromising our core values.