Overlooking the Power of Authenticity
How Being Vulnerable Can Boost Leadership Effectiveness
Once upon a time, there was a CEO John. He was known for his tough demeanor and poker face, always keeping his emotions in check. His employees respected him, but they didn't feel particularly inspired by him.
John believed that showing vulnerability or emotions would make him appear weak to his employees, so he maintained a certain level of distance and control to be an effective leader.
One day, John came across an article by two leadership coaches Gabriele Ella and Bernhard Freudenstein “Leadership Behavior: Poker Face vs. Showing Emotions” (in German). The article argued that leaders who are open and vulnerable can actually be more effective and create a more positive work environment than those who always maintain a poker face.
Moreover, when leaders show their authentic selves, they create an environment where their team feels comfortable doing the same. This can lead to better communication and increased trust among team members.
John was skeptical at first. He had always believed that showing vulnerability was a sign of weakness. But the more he thought about it, the more he realized that his employees didn't really know him as a person. He had always kept them at arm's length, and as a result, they didn't feel a strong connection to him.
John decided to take a chance and start showing more of his authentic self to his employees. He started by sharing personal stories during team meetings, and he was surprised by how positively his employees responded. They appreciated getting to know him better, and they felt more comfortable sharing their own stories as well.
Over time, John's leadership style began to shift. He started to show more empathy and understanding towards his employees, and he was more willing to listen to their ideas and concerns. As a result, his team became more cohesive and productive than ever before.
The article by Gabriele Ella and Bernhard Freudenstein that inspired John's transformation had several key points backed by neuroscience:
Authenticity is an important aspect of effective leadership as it promotes trust, which is critical for social bonding and collaboration. The brain releases oxytocin, a hormone that promotes bonding and social connection, when people perceive others as trustworthy.
Leaders who show vulnerability can build stronger connections with their employees as it signals to others that it is safe to share their own vulnerabilities and weaknesses. This can lead to a culture of empathy and support, which fosters creativity and innovation.
Being open and honest can create a more positive work environment as it reduces stress and anxiety. The brain perceives uncertainty as a threat, which activates the amygdala and triggers the stress response. Conversely, when leaders are transparent and honest with their team, it promotes a sense of psychological safety and reduces stress levels.
Leaders who always maintain a poker face can come across as cold or unapproachable, which can hinder effective communication and collaboration. This is because the brain relies heavily on non-verbal cues to understand and interpret social interactions. When leaders suppress their emotions, they may inadvertently send mixed signals or come across as uninterested or distant.
John's decision to embrace authenticity was not only good for his team, but also for his own well-being. Research has shown that leaders who suppress their emotions are at higher risk for burnout and other health problems.
John realized that he had been overlooking the power of authenticity in his leadership. By being more vulnerable and open with his team, he had become a more effective leader and had created a more positive work environment.