Authenticity

The Authenticity Paradox

Why feeling like a fake can be a sign of growth.

by

Herminia Ibarra

by

Herminia Ibarra

From the Magazine (January–February 2015) · Long read

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Summary.

Authenticity has become the gold standard for leadership. But as INSEAD professor Herminia Ibarra argues, a simplistic understanding of what authenticity means can limit leaders’ growth and impact.

All too often, we tend to latch on to authenticity as an excuse for sticking with what’s comfortable. But few jobs allow us to do that for long. In this article, Ibarra explains how leaders can develop an “adaptively authentic” style by experimenting with many different leadership approaches. It’s OK to change tactics from one day to the next, she says. That’s not being fake; it’s how we figure out what’s right for the challenges and circumstances we face.

Three strategies can help you break free from a self-concept that’s too rigid:

Learn from diverse role models.

Growth necessarily involves some form of imitation, but don’t copy just one person’s leadership style. Borrow selectively from various people to create your own collage.

Work on getting better.

Set learning goals—not just performance targets—to focus on the value of experimentation. Stretch the limits of who you are by doing new things that make you uncomfortable but help you discover by direct experience whom you want to become.

Don’t stick to “your story.”

Jettison outdated self-concepts and draw on personal narratives that fit your circumstances as you’re taking on new challenges.

Idea in Brief

The Problem

When we view authenticity as an unwavering sense of self, we struggle to take on new challenges and bigger roles. The reality is that people learn—and change—who they are through experience.

The Solution

By trying out different leadership styles and behaviors, we grow more than we would through introspection alone. Experimenting with our identities allows us to find the right approach for ourselves and our organizations.

The Sticking Point

This adaptive approach to authenticity can make us feel like impostors, because it involves doing things that may not come naturally. But it’s outside our comfort zones that we learn the most about leading effectively.

Authenticity has become the gold standard for leadership. But a simplistic understanding of what it means can hinder your growth and limit your impact.

A version of this article appeared in the January–February 2015 issue of Harvard Business Review.

HI

Herminia Ibarra is the Charles Handy Professor of Organisational Behaviour at London Business School and the author of Act Like a Leader, Think Like a Leader, revised edition (Harvard Business Review Press, forthcoming), and Working Identity, revised edition (Harvard Business Review Press, forthcoming).
HerminiaIbarra

The Authenticity Paradox

Learn from diverse role models.

Work on getting better.

Don’t stick to “your story.”

Idea in Brief

The Problem

The Solution

The Sticking Point

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