Countless individuals have embraced the mantra of leadership: be yourself, always and without apology. But this philosophy can sometimes lead to unexpected and dramatic consequences.
The new HBR article, "When Authentic Leadership Backfires," adapted from Tomas Chamorro-Premuzic's forthcoming book Don't Be Yourself, exposes this head-on: authenticity alone isn't enough — it can even be detrimental.
The article and research suggest that authentic leadership demands adaptive authenticity. The art of flexing your expression (not faking your essence). It's about choosing which parts of "you" to let live and how to deliver them, according to context, stakes, and audiences.
Let's be clear: "authenticity" isn't a lie or a bad thing; it's just misunderstood. I was once told by a peer that people who don't know me often misunderstand me
On one hand, research shows authentic leadership can boost job satisfaction, engagement, commitment, and creativity.
On the other hand, leaders who rigidly "stay true to themselves" can run into relational friction, alienate stakeholders, or appear tone-deaf. That's the "backfire" Chamorro-Premuzic warns against.
A recent article in Authentic Leadership – for Better and for Worse? Examines exactly this tension: positive outcomes often depend on context, follower reactions, and leader self-regulation.
Authenticity isn't inherently good or bad; it's a capability that can be applied in various ways. The question: Will you treat it as a blunt tool or a precision instrument?
"Adaptive authenticity" refers to showcasing the aspects of yourself that foster connection, trust, clarity, and impact, while tempering the rest.
It's not about being someone else. It's about being you, with intention.
Here are its features:
In leadership terms, adaptive authenticity sits at the intersection of self-awareness, emotional intelligence, and relational agility.
It's also a concept strongly aligned with adaptive leadership theory, which argues that leaders and followers co-construct solutions, adjusting roles and behaviors as situations change (rather than sticking to a fixed "style").
Recent work also offers a tool, the Adaptive Leadership Behavior Scale (ALBS), identifying four dimensions:
The ALBS captures four dimensions:
Those dimensions match well with what I call "flex, not fake."
Here are small but powerful shifts you can try this week. These are the real levers of change.
These behaviors are tangible. They don't demand total transformation overnight; instead, they encourage incremental experimentation and gradual change.
Most leaders assume they're authentic, but what they call authentic is often just familiar. It's the comfort zone version of themselves: the style they've repeated so frequently it feels natural. The Leadership Circle Profile (LCP) reveals how that illusion plays out.
The LCP extends beyond personality or style. It measures the patterns that drive your behavior; the reactive loops, control impulses, and approval-seeking habits that can masquerade as authenticity.
It also maps the creative capacities that emerge when awareness grows: purpose, empathy, composure, and courage.
Seen through that lens, adaptive authenticity becomes more than good intent. It's a measurable shift from unconscious reaction to conscious expression.
Here's what that looks like inside the framework:
When leaders evolve across these dimensions, the change isn't about higher scores or better profiles. It shows up in impact and performance, balanced with well-being and authenticity.
Teams start to trust direction because the leader's tone is steady, not erratic. Conversations become clearer because intent aligns with delivery.
Decisions move faster because people aren't decoding mixed signals. Pressure moments stop draining energy because the leader holds ground without spilling stress into the room; that's the real outcome of adaptive authenticity: creating conditions where others think clearly, act faster, and bring their best work forward.
The illusion of authenticity gives way to something more solid, an integrated awareness.
That's what genuine authenticity looks like in practice: not raw self-expression, but skillful self-regulation rooted in purpose.