The Authenticity Dilemma for Young Leaders | Walking the Leadership Tightrope

by Cyril F. and Pierre Fel | Eric Salmon & Partners

Authenticity in leadership is widely recognized as a cornerstone of influence, trust, and inspiration. Yet, many leaders—especially those stepping into senior roles—find it challenging to bring their whole selves to work. For young leaders, this is particularly pronounced as they navigate new responsibilities and environments that often feel intimidating or rigid.

In today’s evolving workplace, the challenge of authenticity is compounded by societal shifts, generational differences, and the increasing complexity of corporate environments. Leaders are not only grappling with personal expectations but also navigating a dynamic interplay of cultural norms and organizational trends.

In leadership, being authentic doesn’t mean being unfiltered—it means being intentional with your authenticity.

So, why do so many leaders struggle to "be themselves" when authenticity is known to enhance leadership effectiveness?

The Split Identity Problem

Leaders often juggle two personas: the one they embody at work and the one they live at home. In many cultures, professionalism has historically been associated with detachment and formality, while personal life is viewed as private. These societal norms reinforce the “two hats” dilemma, especially for young leaders navigating global or multicultural workplaces.

The result is often a fragmented identity, where leaders feel compelled to suppress parts of themselves to meet perceived corporate expectations. This can create a disconnect, limiting their ability to connect authentically with colleagues and teams.

Corporate Conditioning and Leadership Scripts

From the outset, leaders observe and emulate behaviors of senior colleagues to decode the company’s culture. However, these "scripts" often favor conformity over authenticity. Many young leaders suppress their unique styles, fearing that breaking from the mold may hinder their career progression.

Today’s workplace, however, is shifting. Hybrid work and generational trends are reshaping these leadership scripts. Younger generations, particularly Millennials and Gen Z, prioritize authenticity and purpose over traditional markers of success. Yet, for many young leaders, these aspirations clash with corporate norms, making it difficult to balance self-expression with perceived expectations.

Example

We recently coached a leader in a high-pressure, fast-growing startup with an aggressive leadership culture who struggled to balance his personal inclination toward inclusive leadership with the need to project confidence and alignment with the company’s direction. He knew that showing too much hesitation or vulnerability might create uncertainty in an already pressured team. He was constantly torn between his desire to shift the culture and his awareness of what his team could realistically absorb without collapsing under the strain.

Fear of Vulnerability as Weakness

The paradox of vulnerability is that while it fosters trust and connection, it can also be perceived as a threat to authority. This tension is particularly acute in high-stakes environments where showing uncertainty may feel like risking credibility.

Corporate environments often equate vulnerability with weakness, amplifying this fear for young leaders stepping into senior roles. Leaders often mask their authentic selves with a facade of confidence, which can alienate them from their teams. However, vulnerability, when balanced with strength, is not a weakness—it’s a powerful tool for building trust and creating meaningful connections.

Example

We worked with a leader in a traditional, hierarchical organization who took a bold step: openly admitting a mistake in a high-stakes meeting. While unusual in that environment, her honesty inspired her team and redefined what leadership could look like in that culture. The result? Higher trust and stronger collaboration—an example of how intentional authenticity can challenge norms and transform teams.

Over-Identification with the Role

Young leaders may over-identify with their roles, feeling an unspoken obligation to embody an idealized version of leadership. Societal expectations often amplify this pressure, particularly for underrepresented groups who may feel the need to overcompensate.

One HR leader described the “heaviness” of being the head of HR—feeling that her authenticity was at odds with the polished image she thought the role required. For many leaders, this over-identification with their role becomes a barrier to authenticity, creating internal conflict and stress.

Example

We worked with a newly appointed CFO who felt pressured to embody the stereotypical ‘numbers-driven, no-nonsense executive.’ In her efforts to match this image, she downplayed her natural strengths in building relationships and fostering collaboration. Over time, this dissonance left her feeling disconnected from her team and stifled her ability to lead authentically. Her breakthrough came when she realized she could meet the role’s expectations without abandoning her interpersonal strengths, finding a unique leadership style that blended analytical rigor with emotional intelligence.

The Risk of Misalignment

In organizations where values are unclear or inconsistently upheld, young leaders face an even greater challenge. Without a clear cultural foundation, they may feel disoriented, caught between conflicting expectations and their own authenticity.

Even in organizations with strong cultural initiatives—like DEI programs or purpose-driven missions—leaders can experience a different type of misalignment. For instance, these initiatives may emphasize inclusivity and authenticity, but they often come with implicit expectations about what "good" leadership looks like within that framework.

If a leader’s authentic style doesn’t fully align with these expectations, they might feel pressured to adapt or suppress parts of themselves, creating a subtle form of conformity within the broader push for inclusivity.

This highlights the challenge of authenticity: it’s not about rigidly clinging to one’s personal style or values, but about aligning those values with the needs of the organization and the moment. Authenticity isn’t a free pass for self-expression—it’s a purposeful practice that balances who you are with what leadership demands.

How Can Young Leaders Navigate These Challenges?

As the workplace evolves, the challenge of authenticity becomes both more complex and more essential. For young leaders, navigating societal shifts, emerging workplace trends, and the paradoxes of leadership requires courage, reflection, and adaptability. Authenticity in leadership isn’t about perfection; it’s about alignment with who you are and what you stand for. Here’s how you can bridge the gap:

Recognize the Disconnect

Awareness is the first step. Reflect on when and where you feel most disconnected from your authentic self. Is it in how you communicate, make decisions, or manage relationships? Understanding these patterns helps you pinpoint where societal or corporate expectations may be influencing you.

Define Your Values in Context

Authenticity means aligning your leadership with your core values while understanding how they interact with the broader cultural and organizational norms around you. Do your values resonate with the culture of your workplace? If not, what adjustments—if any—are you willing to make to navigate these tensions without losing yourself?

Understand the Needs of the Moment

Leadership is situational: what your team or organization needs today might differ from tomorrow. Adapting your approach to meet these needs—without compromising your core values—is the hallmark of purposeful authenticity.

Practice Adaptive Transparency

Authenticity isn’t about oversharing; it’s about sharing the right things at the right time. Leaders can express vulnerability in a way that fosters trust and empowers others without undermining their confidence.

Lead Authentically Within Paradoxes

Leadership is full of complexities: you can be vulnerable yet strong, flexible yet firm, and authentic yet aligned with organizational goals. Embracing these paradoxes allows you to inspire trust, foster engagement, and achieve impact while staying true to who you are.

Conclusion: True Authenticity A Balancing Act

True authenticity is not about being unfiltered—it’s about alignment. It’s about knowing your values, understanding the moment, and adapting without losing yourself. Great leaders don’t just bring their whole selves to work—they bring the right parts of themselves to the right moments, inspiring trust and clarity while adapting to the needs of their team and organization.

Authenticity in leadership isn’t always easy. It’s not just about showing up; it’s about stepping up and embracing your role responsibly, while staying true to yourself and being inspirational. Sometimes, the most authentic thing a leader can do is stretch beyond their comfort zone to meet the moment while staying true to their core.

Reflections

What’s holding you back from leading authentically?

What would change if you brought your full self to work tomorrow?

Are you too focused on "being yourself" to notice what your team really needs?

What’s the cost of clinging to authenticity without adapting to context?

How will you lead authentically today, while balancing vulnerability with strength?

Let us know how this has show up for you....

Be well

Cyril F. & Pierre Fel

Eric Salmon & Partners is a leading global executive search, leadership advisory, and board services firm. With a deep understanding of the leadership challenges facing organizations today, ESP delivers customized solutions to help clients identify, develop, and retain exceptional leaders who drive sustainable success. Committed to sustainability, ESP integrates ESG principles into its consulting services, empowering organizations to embrace responsible business practices and navigate complex environmental, social, and governance issues. With offices worldwide, ESP serves a diverse range of clients across industries and sectors.