Authenticity – the ability to lead with transparency, integrity, and a genuine sense of self— is the very foundation stone to optimal, healthy and enduring leadership for two main reasons (and eleven points).
It is also the ‘why’ behind making The Authentic Leader the very first module in our leadership development programme.

Authenticity optimises leadership performance.
- Being true to your values and having high self-knowledge enables the leaders to better response to challenge.
- Authentic leaders are better able to handle their emotional regulation and have clearer alignment between their values and their actions, meaning they can respond more calmly and rationally.
- They have greater levels of job satisfaction and motivation which enhances physical and mental wellbeing of themselves and others.
- They can operate without feeling pressure to confirm or hide aspect of themselves making them less susceptible to stress or depression.
- They foster a culture of trust and psychological safety because they are transparent and genuine meaning others feel more comfortable to speak up with thoughts, ideas or opinions.
Authenticity leads to healthier and sustained leadership performance.
- Authentic leadership fosters optimal and sustainable leadership performance and wellbeing because it.
- Reduces stress and enhances resilience
- Improves emotional regulation and resilience
- Increases job satisfaction and engagement
- Enhances physical health
- Enhances trust and psychological safety in teams
- Enables high self esteem and confidence
Research shows that leaders who embrace authenticity experience significant physiological and psychological benefits.
Here’s a deeper dive into the studies supporting these findings.
- 1. Reduced Stress and Enhanced Resilience Authentic leaders often experience less stress and anxiety because they’re not trying to maintain a facade. The cognitive load of suppressing one’s true emotions and opinions can create chronic stress, which has been shown to affect heart health, immune function, and emotional regulation negatively.
- Research Supporting Stress Reduction:
- Cognitive and Psychological Burden: Research by Grandey et al. (2012) demonstrates that emotional labour—the act of faking emotions—creates a physiological strain, leading to increased cortisol levels (a stress hormone) and negatively impacting heart rate variability (HRV)uced Burnout**: Studies by Kernis and Goldman (2006) found that individuals who were true to their values and self-knowledge were better able to handle workplace challenges without experiencing the emotional depletion that often leads to burnout.
- Research Supporting Stress Reduction:
- 2. Improved Emotional Regulation and Resilience Authentic leaders generally develop better emotional regulation, which allows them to respond to challenges more calmly and rationally. They are better equipped to cope with setbacks, due to a clearer alignment between their values and actions, which fosters resilience and psychological well-being.
- Research Supporting Emotional Regulation:
- Self-Regulation: Gardner, Cogliser, Davis, and Dickens (2011) explored how authentic leadership supports greater self-regulation, allowing leaders to manage their emotions more effectively and avoid reactive decision-making.
- Resilience: In a 2007 study, Ilies, Morgeson, and Nahrgang demonstrated that authentic leadership was positively correlated with resilience, particularly in times of high stress, as it supports a strong foundation of self-worth and self-acceptance.
- Research Supporting Emotional Regulation:
- 3. Increased Job Satisfaction and Engagement Authentic leaders tend to report higher levels of job satisfaction and engagement. When leaders feel they can express themselves genuinely, they are more motivated and fulfilled. This sense of fulfillment contributes to both mental and physical well-being, as job satisfaction is linked to lower risks of cardiovascular disease, depression, and anxiety.
- Research Supporting Job Satisfaction:
- Authenticity and Satisfaction: According to research by Walumbwa et al. (2008), authentic leadership fosters an alignment between individual and organizational goals, enhancing job satisfaction and commitment. This alignment is shown to contribute to a leader’s overall sense of fulfillment and well-being.
- Research Supporting Job Satisfaction:
- 4. Enhanced Physical Health Authenticity has also been associated with positive physical health outcomes. When leaders are able to operate without the pressure to conform or hide aspects of themselves, they are less likely to experience the physical manifestations of chronic stress, such as high blood pressure, poor sleep, and weakened immunity.
- Research on Physical Health Benefits:
- Health and Authenticity: Kernis and Goldman (2006) found that individuals who practice authenticity report fewer physical symptoms associated with stress, including tension headaches, fatigue, and muscle aches.
- Sleep Quality: Research by Luthans et al. (2007) suggests that authentic leaders experience better sleep quality, as they are less likely to experience the rumination and worry common to inauthentic individuals who feel the pressure to manage impressions.
- Research on Physical Health Benefits:
- 5. Enhanced Trust and Psychological Safety in Teams Being an authentic leader fosters a culture of trust and psychological safety within teams. When leaders are transparent and genuine, employees feel more comfortable sharing ideas, voicing concerns, and taking risks. This not only improves team dynamics but also reduces the leader’s burden of managing conflict and turnover, which directly influences their own mental and emotional health.
- Research Supporting Trust and Psychological Safety:
- Psychological Safety: Edmondson (1999) found that teams led by authentic leaders felt psychologically safer, leading to better performance and lower rates of stress and conflict within teams.
- Trust: A 2010 study by Rego, Sousa, Marques, and e Cunha found that authentic leadership led to higher levels of trust and perceived fairness within organizations, positively influencing the leader’s own job satisfaction and reducing stress.
- Research Supporting Trust and Psychological Safety:
- 6. Higher Self-Esteem and Confidence When leaders lead authentically, they tend to experience an increase in self-esteem and confidence. Authenticity allows leaders to affirm their personal values and beliefs, which reinforces a positive self-concept and a sense of competence, leading to higher self-worth and confidence.
- Research on Self-Esteem and Confidence:
- Positive Self-View: Authentic leadership is associated with a positive self-view, as indicated by Kernis (2003) in his work on authenticity and self-esteem. Leaders who act in accordance with their values experience higher self-esteem, as their actions reinforce their sense of identity and worth.
- Competency and Confidence: Harter (2002) found that authenticity strengthens a leader’s confidence in their decision-making abilities, making them more effective and capable.
- Research on Self-Esteem and Confidence:
Leading with Authenticity
Is our priority. At the natural leader, we prioritize authenticity as the first step in leadership development, it means that leaders can embrace a style of leadership that is both healthier, optimal, enduring and has more impactful.
Has ripple effects. Authenticity leads to more effective, motivated teams, establishing an organizational culture grounded in trust and open communication.
And it supports enduring and sustainable leadership performance and wellbeing Leaders who prioritize authenticity not only improve their physical health by reducing stress-related symptoms but also experience psychological gains such as increased self-esteem, resilience, and job satisfaction.
This is the authentic leader