
FiveĀ leadership challenges faced by techiesĀ and how to meet them
Learn effective strategies for techies transitioning into leadership roles, including embracing human nature and fostering team cohesion....

by Jennifer Jordan Published January 14, 2025 in Brain Circuits ⢠3 min read
Authenticity is a buzzword heard everywhere in leadership circles today. Weāre constantly bombarded with injunctions to be our āauthentic selves.ā But what does authenticity mean in the context of the workplace? It can be defined as the state of self-actualization and congruent behavior where our actions are in harmony with our values (but because it is, by definition, a subjective concept and self-reported, it is hard to objectively quantify).
Ā
Behaving authentically as a leader has many virtues. Staying true to yourself helps foster honesty and trust and requires less cognitive effort while not being true to your core values can be exhausting ā leading to inner turmoil and risking the creation of corporate clones.āÆ
There are also benefits to blending in, such as reducing conflicts and (potentially) gaining respect, especially in diverse and global business environments. The reality of organizational culture often demands a measure of adaptability, leading to what organizational scholar Herminia Ibarra calls being a āchameleonā in the workplace.
However, the dichotomy between authenticity and fitting in is not as straightforward as it seems. Authenticity is often portrayed in binary terms, yet its implications are nuanced. For instance, while it is associated with building trust, authentic behavior may inadvertently cause offense or alienation, keeping you from connecting with others. Ultimately, leadership is best served by connection.
Ā
What does this mean for leaders navigating the authenticity paradox?
Ā
Fostering a workplace culture that values authenticity while understanding and accommodating the emotional complexities of individuals is key to navigating the authenticity paradox in the workplace.āÆ
Are you a chameleon or a true-to-selfer? Navigating the authenticity paradox in leadership
The rules of executive presence are shifting in a way that benefits women
Add authenticity if you want to lead with authority and approachability
Turning burnout into a āgiftā for being authentic at work
Ā

Professor of Leadership and Organizational Behavior
Jennifer Jordan is a social psychologist and Professor of Leadership and Organizational Behavior at IMD. Jenniferās teaching, research, and consulting focus on the areas of digital leadership, ethics, influence, and power. She has received specialized training and certifications in lie and truthfulness detection, as well as in conflict resolution within organizations. She is Program Director of the Women on Boards and the Leadership Essentials program, and co-Director of the Leading Digital Execution program.

June 4, 2026 ⢠by Jing Yan in Brain Circuits
Learn effective strategies for techies transitioning into leadership roles, including embracing human nature and fostering team cohesion....

June 3, 2026 ⢠by Vanina Farber in Brain Circuits
Explore key techniques to keep DE&I dialogue constructive in hostile settings, including asking questions, reframing language, and knowing when to exit....

June 2, 2026 ⢠by Francesca-Giulia Mereu in Brain Circuits
Senior leadership is more about helping others find solutions than having all the answers yourself. Hereās how to lead when others know more than you....

May 28, 2026 ⢠by Faisal Hoque, Paul Scade , Pranay Sanklecha in Brain Circuits
Following on from our Brain Circuit on the risks that can arise from your own implementation of AI, hereās how to defend against external disruption. ...
Explore first person business intelligence from top minds curated for a global executive audience