You’ve probably heard this advice: “To be a great leader, you need to bring your whole self to work.” Leadership advice columns talk about vulnerability, openness, personal authenticity and showing up as we truly are.
But what if that advice misleads more than it helps? What if being our genuine selves at all times actually undermines our influence and credibility, damaging how others perceive our competence and trust?
Authenticity in leadership is essential. Leaders who have a high level of self-awareness and sound values can build trust, foster psychological safety, and inspire others by living those values in how they lead. But being “true to yourself” doesn’t mean broadcasting every thought or reaction. Without filters, authenticity can look like airing frustrations, revealing every insecurity, or prioritising personal preferences over the team's needs. Leaders who rigidly stick to following their personal priorities and experiences without adapting their behaviour risk being seen as inconsistent, self-absorbed, and ineffective.
Positive Authenticity Requires Filters
At its best, authentic leadership is values-based - rooted in integrity, thoughtfulness and transparency. It does not mean dumping everything that’s going on inside your head onto others. Leaders have to consider their audience, the situation, and the organisational context. What feels genuine to the leader might harm team cohesion, morale, or alignment if delivered without thought.
Imagine a leader who, in the name of “being real”, vented their frustrations after a tough quarter. Even if the emotions are sincere, that moment could erode confidence rather than build trust. Or what about a leader who refuses to tailor communication to different stakeholders because they believe their “authentic voice” should always come through unchanged. The result? Mixed messages, confusion, and diminished influence.
“Impression management” may, on the face of it, sound disingenuous, but adjusting how you behave and communicate to fit the context can actually make you seem more authentic and competent. When you choose how and when to share parts of yourself, people perceive you as purposeful and thoughtful. When you don’t, your unfiltered behaviour can seem chaotic or self-centred.
Adaptability is Key
The most effective leaders aren’t those who express every facet of themselves without editing - they’re those who understand which parts of who they are serve the moment, and which parts need to be moderated for the good of the team. In short, they’re adaptable.
Being adaptive doesn’t mean being inauthentic - it requires self-awareness, emotional intelligence, and a clear sense of your core values. You still act in ways consistent with who you are and what you believe, but you choose how to express yourself to suit the situation.
You listen deeply, but filter responses in ways that speak to others’ needs. You share your personal views, but not at the expense of psychological safety. You are confident, yet humble; strong in your beliefs, yet open to change.
Leadership isn’t about being unfiltered - it’s about being trusted, reliable, and competent. Trust is the feeling others have that you’ll act in their interest, that you’ll be steady when it matters, and that you’ll balance productivity with care. It’s built when people feel seen, heard, and led with clarity and consistency. That’s the kind of leader people follow.
This isn’t a call to abandon authenticity. Authentic leadership still matters because it anchors leaders in purpose, integrity, and values. But the real leadership skill lies in balancing who you are with what the situation demands.
If you’re wrestling with how to balance authenticity with impact, I’d love to explore that with you. Get in touch to find out more about my coaching programmes - so you can develop the kind of leadership presence that truly makes a difference.