Authentic Leadership

by Harvard Business Review, Bill George, Herminia Ibarra

What does it mean to be yourself at work? As a leader, how do you strike the right balance between vulnerability and authority? This book explains the role of authenticity in emotionally intelligent leadership. You'll learn how to discover your authentic self, when emotional responses are appropriate, how conforming to specific standards can hurt you, and when you need to feel like a fake. This volume includes the work of:

Genres: Leadership, Business, Nonfiction, Psychology, Management, Business Leadership, Economics

176 pages, Hardcover

Published December 5, 2017

Reviews

[Balkan Şencan · Rating 2 out of 5]

This book is all about being an asshole with more realistic emotions as a leader; a compasionate asshole, we may call it. I don't know how many times I've been ashamed with the opinion and recommendations here; there is something very wrong with the approach of this book.

[S. · Rating 3 out of 5]

As a leader should you be authentic, empathic, tough "grow or go" , should you even express your feelings? What if you're a female leader, will that have the same impact?
But what if you were from a different race other than that of the white mold?
In this book a lot of science was exposed to answer fully or partly... And usually basing scenarios on real case studies of CEOs that were through tough moments...
And of course, my favourite part was again related to vulnerability, because it's at the root of social connections! And the way it can be revisited could improve workplace productivity and uplift the mood there... Brené Brown's book Dare to Lead is a great complement to this book!

[Karen Berlin · Rating 3 out of 5]

A Harvard Business Review collection of articles and case studies offering multiple perspectives on leader authenticity, ultimately suggesting timing and context are the significant deciding factors for when and how to share emotions in the workplace.

[Ardys · Rating 3 out of 5]

I’ve read a lot on n this topic and didn’t learn much. It a bad book just not for me right now.

[Sandeep Gautam · Rating 4 out of 5]

A relatively small book consisting of articles on authenticity in leadership context- some arguing for it, some against it and some adding nuances to how and when it is appropriate to display authenticity and emotions at the workplace.

I didn't agree personally with the take of many authors- I belong to the camp that believes that being authentic is more important than being a leader and should drive the discussion. Nevertheless good to be exposed to multiple viewpoints.

[cypher · Rating 3 out of 5]

the advice is: “not to expect the company to hand you a development plan, you need to take responsibility for developing yourself”, “the best leaders are self-thought” - but a very good development plan can also get you there. the next question is, as a follower, which leaders do you admire and recognise the most? let’s be honest, we all love the self-driven, self-thought bada$$, because they show us qualities beyond what all the others do. i would say there is a spark of creativity, spanning from motivation, that the self-made leader has, that is special, and that can’t be thought, or copied.

good leaders have good support teams, to stay connected and on course.

“the story of your life is not your life, it’s your story” - i feel this contradicts the “authentic” part, to be honest. you can always make up a story, or just embellish to fit a desired, calculated narrative, and that would never be actual authentic leadership, except if you choose to see it as the spark that drives one to choose to be on top, by any means necessary, just so that one takes the reigns of a problem, with the purpose of solving it - basically, you have good intent, driving the motivation to be a leader at any cost (otherwise, you can’t call that ethical) and on another side of the spectrum, if we talk about how one can trade in authenticity to, as they say, “live to fight another day”, one can also do it keep the career. the question is who do we wish to be more and who do we wish to follow? I would not wish to follow the leaders that “adjusted” their life stories, unless the had impeccably ethical intentions.

it’s easy to be or look like a like good leader when things are going well, under extreme pressure a lot less leaders manage to cope, and, a lot less, to be exceptional leaders.

“authentic leadership represents authentic values translated into actions”, supported by an ethical moral framework.

now, from the business’ perspective, which “authentic type” of leader would be most suitable? i would say “the chameleon” would be the one to pull the best results, as the business environment grows to be more complex and diverse,…and a good “chameleon” can also change to not be spotted as “insincere”. a lot appreciate consistency of image, but with complexity and scale, the odds of diversity increase, so does the chance of incompatibility between leaders, leaders and individual contributors, and leaders and customers, or business supporters (which, are actually just different type of customers, as i see it). “the chameleon” will be the one to fit and be a piece that fits all the expectations on the other side of leadership.

the book has some good ideas, and it definitely made me think about some things, but it also felt incomplete in perspective: what is actual “authenticity”? this is why the 3 stars.
also, just funny: “tell a personal story, this reveals a patterns that is American” :)) because what we want is to fill a pattern and stop being authentic, book about authenticity. you’re contradicting yourself by teaching patterns to follow in a field where the behaviour needs to be self-generated to fit the desired theme. i liked this contradiction, at least here it’s spanning out of positive intention.
but still:
“try out new stories about yourself, and keep editing them, just as you would with your resume”
so authentic!
i guess my authentic self is sarcastic.
…”[this] does not require a radical personality makeover” - so that was actually an option...so i guess i just confused “authentic” with “genuine”…my bad.
…now follow this pattern for public apologies says the book.

…but "i’m not sorry, i’m honest", with my review. at least like this i'm actually authentic.

[Sabiha Rizvi · Rating 3 out of 5]

Our to-be-read lists, perhaps, already overreach the number of hours available to us in our expected average lifespans (if not already, it shall soon be!) Also, we are gradually getting obsessed about not letting a moment of our lives go waste. Productivity has to be a direct outcome, or at least a by-product, of most of the active segments of our day (sleep is an inactive segment and yet adds to our productivity level)
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So how do you choose a book to read? How do you pick one to help you make a 2-hour flight feel worth its time? Well, when you are greedy with time (and you are not paid to read or write); you don't afford to be greedy with picking up books - I am not ruling out any exceptions.
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Of course, in the former case, familiarity helps you decide one. Seen on the billboards and 'saved' on the social media accounts - classifies as one possible category. And then there's the general act of subconsciously defying the idiom by judging the book by its cover; some even call it intuitive picking!
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For me, 'Authentic Leadership' (one of the six books in the 'Emotional Intelligence' series of HBR Press) ticked all the boxes. Having spent hours studying many of HBR case studies as part of training courses over the decade, discussing, arriving at probable solutions, presenting them, etc., I have enjoyed everything they have to offer. The cover, too, was minimalistic to my taste with the rose gold embossing serving as the right amount of glitter that I wish to have on my possessions.
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The real challenge was zeroing in on one out of the six - Mindfulness, Resilience, Influence & Persuasion, Happiness, Empathy, and Authentic Leadership. I chose the last one because that was one concept I thought I understood and had read the least about. I was proud of my choice when I finished reading it.
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Truth be told, the collection of articles/ interviews that comprised the book served as a mythic pizza - one that is eaten as a snack and has a high nutritive value despite having curated meat as toppings. The time taken to gobble up such a pizza may vary, though. I felt full, not bloated, but fully satiated with no regrets.
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The book told me more than I expected to hear. It did help me put labels on certain leadership traits or career skills that I had already know about. You may read it too.
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A tip for the reader with tight pockets and an audio book subscription - go for the vocal version!

[Daniel Ottenwalder · Rating 3 out of 5]

Authentic leadership starts with self awareness. It is not about being liked or revealing everything, it is about knowing who you are, what you value, and acting consistently across situations. People trust leaders who are coherent, when what they think, say, and do line up over time.

Authenticity is shaped by life experience. Your story matters, especially the hard parts. Adversity clarifies values and forces honesty. The danger is denial. Denial blocks self awareness and keeps leaders stuck performing versions of themselves that no longer work. Growth requires confronting uncomfortable truths about how you show up.

Values only matter when they are tested. Bad times reveal what you actually believe. Authentic leaders practice their values under pressure, not just when it is convenient. This requires balancing extrinsic signals, praise, status, titles, with intrinsic motivation, meaning, purpose, and personal standards. When leaders chase only external validation, they lose their center.

Authenticity does not mean rigidity. The authenticity paradox is that clinging too tightly to “being myself” can become an excuse to stay comfortable. Careers demand evolution. You play different roles over time, but authenticity comes from maintaining coherence, not sameness. The challenge is adapting without losing your core.

Vulnerability is a tool, not a performance. Used well, it builds trust, engagement, and connection. Used poorly, it creates uncertainty or shifts emotional burden onto others. The point is not emotional exposure, but honesty in service of the mission and the people doing the work.

Authentic leadership empowers others. It creates space for people to lead, builds trust, and helps them do their best work. Presence matters. Confidence, clarity, communication, and consistency shape how leadership is felt, not just how it is intended.

Negative feedback is part of the process. Authentic leaders learn to separate signal from ego. Feedback is information. Sometimes it is poorly delivered, but it still holds insight. Growth requires processing it without becoming defensive, testing new behaviors, and updating your personal story when necessary.

At its core, authentic leadership is staying grounded while evolving. It is knowing what matters, adjusting how you show up, and keeping your integrity intact as the context changes.

[Trinh Chau · Rating 5 out of 5]

A good book on authenticity showing proper emotions at the right time and context, both of which are essential for leaders.
1. Discover your authentic leadership:
- life stories matter: childhood traumas overcome make real leaders.
- self awareness
- practice your values and principles
- balance intrinsic and extrinsic motivation: overcome FOMO and find inner peace that makes you happy and fulfilled
- build a support team: “Debra and I are very independent but extremely harmonious in terms of out personal aspirations, values and principles”. A team of people say what they really believe without fear of judgment, criticism and reprisals.
- integrating your life by staying grounded: maintaining a sense of self no matter where you are. Steady and consistent confidence. Not show up as one person one day and another person the next.
- empowering people to lead

2. Authenticity’s paradox. The only way to avoid being pigeonholed and ultimately become better leaders is todo the things that rigidly authentic sense of self would keep us from doing.
- taking charge in unfamiliar roles
- selling your ideas and yourself
- processing negative feedback
- a playful attitude/ mindset opens more possibilities. Learn from diverse role models. Work on getting better. Don’t stick to self stories.

3. Bosses with vulnerability bring personal connections and happiness employees

4. Practice tough empathy: give people what they need, not what they want.

5. For a corporate apology to work, the CEO should look sad.

6. Show proper emotions: always ask “How do I express my emotions?”

[Josh Cramer · Rating 4 out of 5]

One thing I really like about this series of books are the multiple articles written from multiple perspectives. I feel much more well-rounded about understanding authentic leadership as well as what it is that the people that follow us want.

The point that sticks out to me the most is that to be authentic, we must make choices and act upon those choices. This also means that the people who look to us for guidance generally aren't looking for us to be see-through (and to see every emotion); they are looking to us to see if our feelings match their own feelings.

My greatest struggle with the book is understanding "the consistency versus inconsistency" line of reasoning. Some of the authors point out that inconsistency is fine, even preferred, for a leader because it allows us to have a "playful attitude" and "try on new selves". On the other hand, others say that our people look to us to be consistent so that they can feel comforted in knowing that we share similar feelings. It is an interesting tension that I will continue to explore.

[Ana Maria Sanchez · Rating 1 out of 5]

Otro libro de liderazgo que parece haber sido corregido tantas veces que las ideas se sienten vagas e iguales. En lo personal, creo más en los fundamentos de un libro de liderazgo cuando el mismo autor es un líder que admire… de otra forma, siento que es pura paja. Encima (sin desvalorizar a los autores), comprobó una teoría con la que coqueteo hace tiempo: las publicaciones de universidades prestigiosas casi siempre se sienten pretensiosas y condescendientes. Además,
Pareciera que quieren explicarte cómo ser lider al mismo tiempo que te recalcan que es una personalidad en específico. Si es el primer libro de liderazgo con el que te topas, está bien para familiarizarte con el tema.

[Erina Najdovska · Rating 4 out of 5]

This book is part of a 6-book series cleverly titled: "How to be human at work".
It is a collection of articles on authentic leadership. It is an interesting read, most of the articles drawing on research and surveys conducted on the topic and sharing what the authors believe to be key points. In my view, offers some guidance and encouragement, with lots of real-life examples of how certain behaviour or leadership approach resulted in given situations. Has lots of references to further reading.

[Francesco Angeli · Rating 3 out of 5]

A collection of HBR articles, some better than others.

There are some interesting points about what it means to be authentic in a leadership role.

The first couple of articles stand out; they dive into how to stay true to yourself without becoming too stuck in your ways to adapt to a new position.

It’s tough to kill habits that helped you succeed as a team member but might hold you back as a leader.

[Agustina Farias · Rating 4 out of 5]

me ayudó porque necesito formar herramientas para ser una buena lider, el ser lider es una buena herramienta para el ámbito de trabajo en el que quiero estar pero siento que me falta y este libro me ayudó a reflexionar en rasgos de mi personalidad y como mejorarlos.
es una buena guía inicial, mucho self growth

[Claudia · Rating 3 out of 5]

Haven't changed my life miraculously,but made me realize everything that's wrong with the company i work for and everything that's wrong with my bosses. There a lot of ideas that i can apply in my trainer career to make sure that my students become better people

[Javier Pozo · Rating 3 out of 5]

Multitud de entrevistas y casos prácticos para refrendar una idea clave: no hay fórmulas para ser un líder, debemos encontrar nuestro modelo ideal de liderazgo, que será aquel que mejor se ajuste con lo que somos como personas.

[Dave · Rating 1 out of 5]

Of all the books in the Emotional Intelligence series this is the the one I found the least interesting. The last two articles were:
“For a corporate apology to work the leader needs to look sad”
Followed by
“Are leaders getting too emotional”
Back on the shelf for you

[Daniel Smith · Rating 5 out of 5]

Incredible book! There’s so many books written about effective leadership, but I find none as thought-provoking as this and the entire emotional intelligence series by HBR. Don’t just find one book to change your life as a leader, but buy a series that can improve you holistically.

[Alejandro Ramírez Badillo · Rating 2 out of 5]

Es básico
De una pasada lo lees o escuchas
Sus conceptos son muy fundamentales y nada que no se haya dicho antes
Es un libro corto
O mejor dicho un audio libro breve
Dos estrellas por que es muy pero muy básico y mucha paja, la narración es lo único que lo defiende.

[Jose Adan · Rating 4 out of 5]

Practical leadership advice on how to use your emotions to drive leadership both for your team and the environment you are working in. Authenticity, vulnerability, and empathy are three powerful tools for a modern leader who wants to make a meaningful impact on people.

[iSL · Rating 4 out of 5]

No m’ha semblat tan util com el de “Resiliencia” però li poso 4* pq al llegir-se en una tarda, la relació esforç/benefici de llegir-lo és molt bona.

[Dálika Arciniega · Rating 5 out of 5]

Buenísimos ejemplos. Te hace mirar el mundo desde otra perspectiva.

[Priyanka · Rating 3 out of 5]

I found overall the book with mixed messages, which is fair given the book has a collection of articles from different people. There was one article which was very useful.

[Tiffany · Rating 4 out of 5]

V fast read but some good articles

[Anup Ghimire · Rating 5 out of 5]

Loved the book with a very unique perspective on emotions, authenticity and leadership. Recommending all leaders.

[Martín Vizcaíno · Rating 5 out of 5]

Líder

[Zahra Kent · Rating 3 out of 5]

some interesting points, kinda boring, nothing earth shattering

[Arun Narayanaswamy · Rating 4 out of 5]

Small yet impactful book on interesting traits of a good leader. One of those few hbr books that I liked reading. Worth your time!

[Alexander Gil · Rating 3 out of 5]

Good concepts and highlights that are needed for leadership.

[Jorge Avila · Rating 3 out of 5]

Me ha parecido un libro muy flojo, que va saltando de temas y no profundiza en ninguno.