Trends in leadership thinking often move between extremes. Over the past few years, authenticity has become increasingly popular as the foundation of effective leadership. Then suddenly, in the past few months, more and more people have started to question its validity.1, 2, 3
Recent publications describe authenticity in leadership as ‘bad advice’ 3 or ‘overrated’ 1. Some recommend self-leadership instead, choosing which parts of yourself to display in different settings.3 Others promote impression management, adjusting your behavior to shape how others perceive you.1
The big misunderstanding
Much of the recent backlash to authenticity seems to stem from a misunderstanding about what authenticity is and isn’t. Authenticity is not to impose our raw, unfiltered selves on others or to regulate our behavior for the sake of relationships.
At TAI we define authenticity as the core— the underlying essential drivers— what you can’t live without, what guides your every decision, what you are out to experience every day. They’re often innate, stable, and universal, the “why” behind someone’s actions.
Behavioral choices in contrast, often confused with authenticity, are the specific actions or decisions people make in response to their essential drivers and/or external circumstances— the “how” of behavior. Behavioral choices tend to be less stable and can be authentic or inauthentic.
Building authenticity begins with self-knowledge, understanding what drives you.
One leader we worked with had spent years trying to act like the kind of Executive he believed others wanted: decisive, strong, always in control. Once he began working with TAI, he realized that one of his essential drivers was cooperation. Cooperation was present in all other areas of his life— the way he raised his children, the type of board games he liked, and how he related with friends through helping— but he had never brought this part of him to work. Once he realized this, he started to invite others in, connected departments that rarely spoke, and encouraged cooperation across the organization. He allowed himself to show up authentically.
The cost of not showing up authentically
On a personal level, leaders who constantly monitor how they are perceived deplete their cognitive resources4 and thus experience higher stress, slower decision-making, and declining motivation. They may lose their sense of control5, becoming leaders who are too apologetic, afraid to break rules and who feel empty driving down strategy that does not align with who they are and what they are out to experience. Not showing up authentically also often results in loneliness as people put on a mask instead of demonstrating vulnerability, an important factor for social connections. 5
When leaders are conscious of their drivers, they make decisions with confidence and faster.
Organizationally, teams led by inauthentic leaders can mirror the same caution. They avoid disagreement, limit initiative, and become passive task-workers instead of motivated drivers. The result is stagnation: slower progress through a culture that values appearance over contribution.
Building authenticity in leadership
Building authenticity begins with self-knowledge, understanding what drives you: achievement, learning, contribution, or stability? This creates a consistent basis for behavior. From that foundation, and with practice, communication can then become clear and deliberate.
At TAI, we help leaders find synergy between their essential drivers and the organization’s vision.
Organizations can reinforce this through development programs that connect personal motivation with strategic objectives. When leaders are conscious of their drivers, they make decisions with confidence and faster.
Authenticity can be harder for women to practice in professional environments, where behavioral choices are often constrained by expectations of how leaders “should” behave. Yet leaning into your essential drivers— what truly motivates and guides you— is exactly what makes your leadership powerful. When women choose to lead authentically, they not only gain clarity and confidence but also inspire teams to step up, challenge norms, and drive real impact.
Fearlessly Authentic, our results-driven program, is designed to help women uncover their core drivers, navigate pressures, and lead boldly— creating organizations where authenticity, contribution, and success thrive together.
Practice, practice, practice
What are your own essential drivers? Get a piece of paper and draw a table with three columns. Write down one thing that is important to you at the top of each column (three things in total). “Things” can include people, objects, activities, feelings, places, environments, or qualities.
Now, go through each column from left to right and write down why these things are important to you— whatever comes to mind. Try to ask yourself “Why” multiple times. For example, you might have written down that you family is important to you. They are important to you because they really listen to you. But why is THIS important to you? Because you need to feel like your voice matters. For someone else family might be important because they feel needed. Find your “Whys”.
Once you finish, look at the table and read all of the words and phrases that you wrote. Circle the ones that you resonate with most—the ones that spark something within you. Transfer these words to the backside of the sheet, grouping similar ones together. Do you see any themes? These are some of your essential drivers.
Over the next days, carry these essential drivers with you and try to notice where you are already living your essential drivers, and where you aren’t. If you have any questions about this process at all, or if you would like to dive in deeper, to shine ever more brightly, please reach out to us at info@thetaigroup.com. We are happy to set up a free, 30-minute call to help guide you through this process.
