This article, adapted from a book by Tomas Chamorro-Premuzic, challenges the widely accepted management advice that leaders should always “be themselves.” It questions the value of unfiltered authenticity in a professional context.
The Problem with Pure Authenticity
The central argument is that the modern emphasis on authentic leadership is often misguided and can be detrimental to a leader’s effectiveness and career progression. Simply being your “true self” can backfire if that self has unpolished, ineffective, or even negative traits. The author suggests that unchecked authenticity can be an excuse for poor self-control and a lack of self-improvement.
A Case for Strategic Self-Presentation
Instead of prioritizing raw self-expression, the article implies that effective leadership requires a more strategic approach. This involves a degree of self-management and curation of one’s public persona. The goal is not to be fake or inauthentic, but to consciously present the best version of oneself—a version that is adapted to the needs of the team, the organization, and the specific situation. This means focusing on developing positive leadership behaviors, even if they don’t come naturally.
Conclusion: Be a Better You, Not Just You
The key takeaway is that leaders should critically evaluate the advice to “be yourself.” The more effective path to leadership success involves self-awareness followed by deliberate self-improvement. It’s about managing one’s reputation and focusing on becoming a better, more effective leader, rather than simply revealing one’s unfiltered personality.
Mentoring question
How do you balance being true to your core values with the need to adapt your behavior and communication style to be a more effective leader for your team and organization?
Source: https://hbr.org/2025/10/when-authentic-leadership-backfires
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