Embracing Values as the Core of Authentic Leadership

Authentic leadership is built on a foundation of moral integrity. Leaders who embrace authenticity prioritize caring for others, transparency, and doing the right thing. These values are not just abstract ideals; they are powerful drivers of behaviour. This research backs up previous studies that highlight the role of self-transcendent values in authentic leadership – these leaders stand for something bigger than themselves and have high moral values.

The insights from recent studies reveal how leaders with benevolent values experience strong emotions that guide their authentic actions. When these values are compromised, leaders often feel regret, reinforcing their commitment to ethical decision-making. For many leaders, authenticity is inseparable from morality—to be true to oneself means to act with empathy, integrity, and care.

Seasoned leaders demonstrate high levels of self-awareness and self-regulation, skills honed through years of experience. They’ve answered critical questions about their own values and learned how to uphold them, even in challenging situations. These findings lend support to the proposition that authentic leadership and the self-awareness it requires may be incompatible with low moral development.

Navigating the Risks of Authenticity

While authenticity is a valued quality, it is not without its challenges. Critics have questioned whether unfiltered authenticity always benefits the individual. The leaders in the study often felt strong emotions when their values were at stake, which drove their desire to lead authentically. However, they didn’t always express this authenticity openly. Instead, they used emotional intelligence and carefully navigated the social, cultural, and political dynamics around them. They debated whether to speak up, opting for private conversations or staying silent to handle complex situations. They referred to this as “playing the game” and were cautious about being completely authentic in highly political environments. While they were clear on their values, their feelings and thoughts were often a mix of conviction and hesitation, prompting them to tread carefully and decide what to share and when.

This thoughtful approach shows that being authentic without boundaries can sometimes backfire. The leaders recognized that there were moments when authenticity wasn’t the best option. In these cases, they managed relationships strategically and adjusted their behaviour to protect their positions without feeling they were betraying their values. They found ways to adapt that, while not fully authentic, still felt true to who they were. This included staying quiet, avoiding unnecessary conflict, or addressing issues privately. These choices highlight the emotional effort it takes to balance being authentic while also maintaining effectiveness and harmony in the workplace.

The challenges these leaders faced underline how hard it can be to practice authentic leadership in real life. They saw themselves as authentic leaders, driven by their values and a commitment to doing the right thing. Yet, their experiences showed a gap between the idealized vision of authentic leadership and the realities of navigating corporate environments. Even with their experience and influence, the leaders often had to compromise, demonstrating that authentic leadership requires flexibility and careful judgment rather than a rigid adherence to ideals.

The Role of Company Culture in Authentic Leadership

The journey toward authenticity becomes more arduous in environments that are misaligned with a leader’s values. The women in the study often found themselves in cultures that suppress expressions of empathy or sidelined issues traditionally associated with women, such as childcare.

This intensifies the emotional labour—the effort required to navigate and regulate emotions—required by the leaders to choose authenticity or to manage their emotional expression. Leaders’ efforts to conform to these cultural norms often result in feelings of exhaustion. Frustration, annoyance, and questioning organizational fit are common responses.

At times, leaders felt limited in their ability to express empathy or advocate for what they considered important. For example, some leaders hid their challenges with childcare or avoided raising concerns about workplace equity. This supports previous research showing that women adapt their behaviour to fit male-dominated environments.

When organizations foster a culture that supports authenticity, leaders experience less emotional labour. They can share openly, challenge constructively, and build trust. In contrast, misaligned cultures demand constant self-regulation and courage, potentially detracting from the benefits of authentic leadership. Burnout often follows.

A Practical Model for Authentic Leadership

To navigate these complexities, leaders can rely on a three-pillar framework for authentic decision-making:

Model: Authentic Leadership in Action

1. Values: Authenticity begins with clarity on core values. Leaders must ask themselves, “Does this situation trigger my core values?” Moments of anxiety and strong emotions often signal the need for authentic action.

2. Capacity: Authenticity requires energy and skills. Leaders should evaluate their readiness by asking, “Do I have the energy and skills to address this issue?” When energy is low, postponing action can be a strategic choice. Capacity also encompasses emotional intelligence and communication skills, which are essential for navigating difficult conversations.

3. Context: Organisational dynamics matter. Leaders should assess, “Is it appropriate and safe to address this issue right now?” If not, finding the right time and place is critical to maintaining both authenticity and effectiveness.

This model captures the nuances of practising authentic leadership, emphasizing that leaders must balance their values with situational realities. It acknowledges that being authentic does not mean being unfiltered or impulsive, but rather being intentional and thoughtful.

Developing Authentic Leaders

The Authentic Leadership in Action model provides actionable strategies for leadership development:

Values

• Develop leaders to become aware of their own values and how they develop over time
• Build awareness of the importance of benevolent values in leadership
• Expose leaders to suitable mentors and role models to discuss the values that have supported their leadership

Capacity

• Build skills in communication and confidence to speak up for what matters
• Grow the leader's awareness of the importance of personal well-being and self-care, particularly at moments of personal change or high-stress
• Build energy and stress management techniques
• Develop skills in emotional and social intelligence

Context

• Train leaders in the cultural context and behavioural expectations of the organisation
• Assign mentors to advise on the political landscape, what to do and what not to do
• Develop skills in stakeholder and relationship management

This research indicates that effectively practising authentic leadership requires high levels of emotional and social intelligence; traits typically honed through experience and maturity. For younger leaders, who may lack these skills, it might be wise to approach authentic leadership with caution. Encouraging young leaders to express their thoughts and beliefs without the necessary emotional and social competencies could lead to unintended negative outcomes. Additionally, younger leaders often haven't fully clarified their own values and beliefs yet. Therefore, a crucial aspect of their development in cultivating authenticity could involve becoming more attuned to their core values, particularly understanding the significance of benevolent values in leadership.

As younger leaders gain experience, their focus can shift towards effectively applying authentic leadership principles and advocating for their beliefs. While this research draws from insights with female leaders, the developmental strategies proposed are applicable to all leaders striving to lead authentically.

The Path Forward

To enact authentic leadership requires balancing personal values with organisational realities and recognizing that full transparency is not always feasible. By supporting leaders in navigating this balance, organisations can unlock the full potential of authenticity, creating cultures where trust, inclusion, and integrity thrive.

The findings from this research suggest that authentic leadership is an ongoing journey rather than a fixed destination. Organizations and leaders must work together to foster environments where authenticity can flourish, enabling leaders to act with integrity and inspire others to do the same. Individuals who can find cultures that align with their own values will be at a significant advantage when it comes to enacting authentic leadership.