Authentic Leadership: The Courage to Be Yourself Builds Trust

During our leadership journeys, many of us strive to embody the ideal boss. That was true for me: I always wanted to know the answer, be calm, confident, and professional. The result? A distance between me and my team, and the exhaustion of pretending. Over time, I realised that authentic leadership is not just about what you do; it is about who you are. Real strength doesn’t lie in perfection, but in authenticity. When I stopped playing a role and started showing up as myself – consistent with my values and honest – relationships deepened, trust grew, and my team’s engagement increased.

The Quiet Power of Authenticity

Authenticity begins with alignment between what we say and what we do. People intuitively sense insincerity. Suppose a leader promises support during a complex project and then fails to deliver, trust plummets. Psychological studies show that authentic leaders who act in accordance with their values and show respect to subordinates build greater trust within their teams. Their behaviour is perceived as consistent, which fosters a sense of safety and sparks creativity.
Bill George, former CEO of Medtronic, popularised authentic leadership. It means leading in alignment with one’s “true self,” rather than pretending to be someone else. HR reports emphasize that this style is rooted in integrity, transparency, and a sense of purpose – leaders are aligned with their own values and act in the interest of the team. In practice, this means consistently keeping promises and taking responsibility for mistakes. Such authenticity becomes the foundation for trust, enabling people to take initiative and communicate openly with their supervisors.

The Courage to Be Vulnerable

Vulnerability does not mean oversharing or emotional exhibitionism. It is the willingness to say “I don’t know, I need your help” or “I made a mistake and want to fix it”. The first time I told my team, “I don’t know the answer,” I worried I would lose authority. Instead, the opposite happened – people appreciated the honesty and felt that their knowledge and ideas were welcome. This demonstrates that vulnerability is a catalyst for trust and engagement rather than its opposite.

Scholars speak of vulnerability-based trust—a state in which leaders and team members feel secure enough to discuss doubts and failures. This type of trust encourages psychological safety and stimulates innovation. To build it:

• Admit mistakes. Speaking openly about errors encourages others to take responsibility and learn from failures.
• Talk about challenges and emotions. Honest sharing of difficulties creates an atmosphere of collaboration and joint problem-solving.
• Practice empathy and listening. A genuine interest in colleagues’ feelings enhances their sense of being heard.
• Seek feedback and act on it. This demonstrates humility and a willingness to learn and grow.
• Stay true to your values. Consistency between what you declare and what you do is the most effective form of authenticity.

Why Transparency Builds Trust

Trust is born of openness. Transparency is not about divulging all the company’s secrets – it’s about explaining why we make certain decisions, not just what is changing. When employees understand the motivation and goals, they are more likely to accept changes and feel part of the team. Reports from 2024 show that most leaders view transparency as a key factor in building trust; 86% of respondents stated that the more transparent an organisation is, the greater the employee trust it will have.

I have learned first‑hand how important the “why” is. I once witnessed a management team announce a restructuring without any explanation. The silence sparked rumours and fear. Now, when leading change, I say openly: “This is what’s changing, this is why, and this is what we still don’t know.” Even admitting “I don’t have all the answers yet, but I will keep you informed” builds more credibility than pretending everything is clear.

Stay True to Yourself – Especially Under Pressure

Pressure to achieve results and meet others’ expectations can tempt us to compromise our own values. I once withheld information from a client, hoping to make cooperation easier. The opposite happened – I later had to rebuild trust. It taught me that no short‑term win is worth breaking your principles.

As Bill George, author of the “True North” concept, emphasises, authentic leadership requires knowing your deepest values and not straying from them, even when faced with difficult decisions. A leader can adjust their communication style, but core behaviors – respecting people and keeping commitments – must remain unchanged.

Summary: Lead with Heart, Courage, and Authenticity

Authentic leadership is not a passing trend but a strategic advantage in a world where trust and a sense of purpose are priceless. The main takeaways:

• Be consistent. Actions speak louder than declarations. If you say you will support someone, demonstrate it through your actions.
• Be human. Admit mistakes, ask for help, share your emotions. Vulnerability strengthens authority and trust.
• Be open. Explain the reasons behind your decisions and communicate transparently, even when you don’t have all the answers.
• Be anchored in your values. Adapt your leadership style, but never give up ethics and integrity.

Real leaders do not have to be perfect. People need authentic, honest guides who lead with heart and dare to be themselves. Every day I ask myself: Am I leading in a way that I will be proud of ten years from now? That question helps me stay aligned with my own “north star” and build trust at every step.