Authenticity is often considered one of the most important elements of good leadership, but what happens if being your authentic self doesn’t fit with expectations of you as a leader in your place of work? This is called the authenticity paradox, a dilemma about whether you should openly be your true self without the need to alter your behavior based on others’ expectations.
It is particularly acute in positions where you are working with patients with whom you need to build trust but also need to maintain boundaries. By being in a position where we may not share the same cultural norms as our patients, or where acknowledging our vulnerabilities may not be helpful to their growth and development, how authentic do we need to be, and when do we have to focus more on our professionalism?
While we may share the experience of “being a friend of Bill W’s” with clients in treatment, it is important to strike a balance between identifying with patients and creating a therapeutic alliance without modifying our behaviors to avoid external conflict so much that it causes inner conflict.
Balancing professionalism with personal authenticity
The inner conflict caused by the authenticity paradox is also known as emotional dissonance, because of the two conflicting feelings it brings about. On one hand, we want to be totally authentic and honest with others to establish trust. On the other hand, we also want to follow the mandates of professional conduct because we have been entrusted to do so, particularly in a caregiving setting. Whichever path is chosen can create negative consequences for patients and for ourselves. Hence, the paradox.
A literature review published by the National Library of Medicine corroborated research into the authenticity paradox in the workplace, describing the inner conflict it creates as “emotional labor.”
The report cited an example of employees in the workplace performing “emotional labor” when they are forced to regulate or suppress their emotions in exchange for wages. The conflict creates a challenge when employees have to display fake emotions, which can go against their fundamental beliefs. This can often be the case when BIPOC employees work in less inclusive organizations and feel they have to “code switch” at work – changing the way they speak, dress, or interact because they don’t feel psychologically safe.
The ideal leadership style is a blend of authenticity and adaptability, but leaders who follow just one path can come up against challenges. While authenticity should mean operating in accordance with your values, beliefs, and culture, it can also cause friction if these aren’t maintaining your work culture.
Adaptive leadership allows you to embrace change and show resilience, but taken too far it can leave you adrift from your values. A recent research article explored how being authentic promotes well-being while suppressing feelings or limiting behaviors can be detrimental to mental and physical health.
The unique challenges facing healthcare leaders
Professionals working in mental health or addiction treatment centers face additional challenges when it comes to balancing authenticity with their specific roles. These can include:
- Role expectations: Leaders are often expected to embody certain qualities, such as confidence, decisiveness, and emotional stability. This can create pressure to present a persona that may not always align with their true feelings or experiences, leading to a disconnection from authenticity.
- Vulnerability vs. authority: Authenticity often requires vulnerability, which can be considered a weakness when placed in a leadership context. Leaders may struggle with showing their authentic selves while also maintaining the authority and respect needed to lead effectively.
- Impact on staff and patients: In mental health and addiction treatment, leaders need to inspire and motivate both staff and patients. While being your authentic self can mean showing doubt or struggling openly, it can undermine the role. However, on the other hand, failing to share authentic feelings might make them seem unapproachable or disconnected.
- Complex emotions: Dealing with complex emotional scenarios involving patients who are battling mental health problems, addiction, and recovery could see leaders grappling with their emotions and responses. This can make it difficult to navigate authentic engagement without showing personal biases or distress.
- Cultural dynamics: Different cultures within the workplace may value authenticity differently. Leaders could find themselves in an environment that does not fully support open expressions of vulnerability, creating tension between who they are and who they feel they need to be.
- Professional boundaries: Maintaining professionalism while being authentic is particularly tricky, especially in a caregiver role. Leaders may worry that being too open or relatable could blur the professional boundaries necessary in treatment settings.
- Stigma and perception: In the mental health and addiction treatment fields, there can be internalized stigma around the leader’s own experiences or opinions regarding addiction, which can influence patient outcomes. However, by not sharing these, a leader could feel that they are lacking authenticity
Building trust with clients and staff
Mental health management by care providers is founded on a relationship of mutual trust between the patient and the carer, but a twofold challenge can arise for the caregiver. Trust is predominantly built on authenticity, where clients often seek a genuine connection with their care providers. Leaders who struggle with the authenticity paradox might find it challenging to establish deep, trusting relationships with clients and staff if they feel that they are not being fully authentic.
Trust is crucial for effective treatment and team cohesion. Equally, leaders that are perceived as inauthentic or inconsistent can undermine that trust making it harder to foster a supportive and open environment. To maintain authenticity, leaders need to find the right balance of sharing small anecdotes without overdoing it and showing values through actions instead of just words. It is also important to be mindful of vulnerability and show awareness of when certain situations call for more or less emotive responses.
Leadership identity and growth
People in leadership roles are natural innovators with an innate desire to continually grow and develop themselves and their relationships with others. However, the authenticity paradox challenge can stifle leadership development when they feel constrained by having to conform to traditional leadership styles that don’t resonate with being their true selves. As a result, they might feel less motivated, which can affect performance.
In order for people to accept leaders as authentic, those leaders have to ensure that their actions are consistent with their words. Consistency is recognized as a positive leadership strength and fosters psychological safety among patients and staff.
How to lead authentically
Leading by example, or behaving the same way you demand of others, is a crucial element to gaining trust in the leadership identity you wish to project. Here are some ways leaders in any profession, but particularly treatment center professionals, can navigate the authenticity paradox and lead more effectively.
- Develop self-awareness to gain insight into your authentic self through feedback or by undergoing personality assessments and coaching, which can help you self-identify your strengths and weaknesses. At the same time, assess the cultural norms and your work environment and adjust your communication appropriately.
- Demonstrate your authenticity by being open about the challenges you face and the doubts you may have, as well as taking responsibility for failures. It strongly suggests that you are learning along with them and are willing to change.
- Address concerns calmly and offer constructive feedback, avoiding impulsive reactions.
- Embrace accountability by putting systems in place to identify possible problems about how authenticity is being valued.
- When sharing personal information, make sure that it is relevant to the situation.
As you consider how to lead authentically, it’s important to be introspective while striking the right balance of awareness. No matter what the workplace culture is, it’s essential that you act in alignment with your values and integrity. By embracing strategies for leading authentically, you can navigate the authenticity paradox effectively.
