Picture Satya Nadella, the CEO of Microsoft, enthusiastically talking about his love for cricket during a company-wide meeting. He uses his passion for the game to explain his approach to business strategy.
Or Patagonia CEO, Ryan Gellert, injecting his passion for all things outdoorsy into his business culture, so that his employees feel empowered to not only build a life outside their jobs but devote time towards environmental conservation.
When leaders like Nadella or Gellert reveal their true selves, they create an environment where team members feel safe bringing their personalities and ideas to the conversation, creating vast opportunities for creativity and innovation.
Research suggests that leaders can strengthen their team’s innovation by undergoing leadership training, empowering employees to take initiative and be engaged in their work, and nurturing closer relationships with their subordinates.
Authenticity has real benefits: a 2021 study found that teams with high psychological safety were 47% more likely to be innovative, compared to their peers.
I want to break down how authentic, values-based leadership fosters a culture of innovation and creativity among teams.
Authenticity and Vulnerability in Leadership
Leaders who want to bring out innovation in their employees must first build trust, and one of the most effective ways to do so is to practice authenticity and vulnerability.
Our brains respond positively when we feel a personal connection with someone, so when an employee connects with their supervisor on a personal level, they work harder, perform better, and are kinder to their colleagues.
Leaders can nurture connections with their team members by being vulnerable. Amid a crisis, for example, a great leader will acknowledge any feelings of unease rather than put up a facade of unwavering confidence. Psychological research suggests that people are naturally skilled at detecting inauthenticity, so feigning confidence will only deplete trust.
While vulnerability is certainly a strength in leadership, it is possible to lean too far away from confidence. For example, not much good will come from telling your team, “I am overwhelmed and have no idea what I’m doing.”
Liz Fosslien and Molly West Duffy, co-authors of WSJ bestseller No Hard Feelings: The Secret Power of Embracing Emotion at Work and Big Feelings: How to Be Okay When Things Are Not Okay, suggest being selectively vulnerable — opening up to your team while still prioritizing their boundaries and you