Most people can agree that authenticity is of great value. We’d rather be — or follow — a leader who is for real than one who is faking it. Acting in a way that feels truthful, candid, and connected to who you really are is important, and is a leadership quality worth aspiring to.


On the other hand, being who you are and saying what you think can be highly problematic if the real you is a jerk. In practice, we’ve observed that placing value on being authentic has become an excuse for bad behavior among executives.


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