In a world where authenticity is often praised as the gold standard of leadership, a recent INSEAD article [READ IT HERE] challenges this popular notion. For leaders and managers across Australia and New Zealand, this insight is particularly timely as organizations navigate complex, fast-changing environments that demand adaptability and emotional intelligence.
The article, written by leadership expert Manfred F. R. Kets de Vries, argues that the call to “just be yourself” can be misleading. While authenticity is important, rigidly sticking to one’s natural tendencies—especially under stress—can limit a leader’s effectiveness. For example, a leader who is naturally introverted may struggle to inspire teams if they resist stepping outside their comfort zone. Similarly, someone who prides themselves on blunt honesty may alienate colleagues if they don’t temper their communication style.
Instead, the article advocates for “adaptive authenticity”—the ability to remain true to one’s values while flexibly adjusting behavior to suit different contexts and people. This approach allows leaders to grow, connect more effectively with diverse teams, and respond more skillfully to challenges.
Key takeaways for leaders include:
- Self-awareness is critical: Understand your default behaviors and how they impact others.
- Growth requires discomfort: Stretching beyond your natural style can unlock new leadership capabilities.
- Context matters: Effective leaders read the room and adapt accordingly, without compromising their core values.
Ultimately, the most successful leaders are those who evolve. They don’t abandon who they are—but they do expand who they can be. For leaders and managers striving to build resilient, high-performing teams, embracing adaptive authenticity may be the key to unlocking their full potential.