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Written by Dr Neil Thompson.

The concept of authentic leadership has become a cornerstone of modern management theory. It paints a picture of the ideal leader: someone with a core set of values, a genuine personality, and a transparent style. While these qualities are certainly desirable, the very foundation of ‘authenticity’ as used in the management literature rests on a flawed and limiting understanding of selfhood. This article argues that the essentialist conception of self inherent in the traditional view of authentic leadership hinders its effectiveness. Instead, a more nuanced approach informed by existentialist philosophy offers a more dynamic and adaptable framework for leadership development.

The essentialist view assumes a pre-existing, fixed self – a set of core traits and values that define who we are. Authentic leadership, then, becomes a matter of aligning our behaviour with this inner ‘essence’. However, this perspective disregards the constant flux of experience that shapes our identity. As Jean-Paul Sartre, a key figure in existentialism, argued, existence precedes essence. We are not born with a pre-defined self, but rather create ourselves through our choices and actions in an ever-changing world.

This existentialist understanding of selfhood offers a richer portrayal of leadership potential. Leaders are not simply vessels for pre-existing traits; they actively construct themselves through their decisions and interactions. Consider a leader known for their empathy. This quality may not have been inherent, but rather developed through a conscious effort to understand others’ perspectives. Similarly, a leader known for their decisiveness may have honed this skill through overcoming moments of doubt and taking calculated risks.

The focus on continuous self-creation has several key advantages for leaders. Firstly, it promotes adaptability. In today’s rapidly evolving management landscape, an essentialist approach can leave leaders clinging to outdated self-perceptions. An existentialist perspective empowers them to identify new challenges, challenge their assumptions and reinvent themselves in ways that suit their circumstances and aspirations. Second, it fosters growth. The belief in a fixed self discourages development, as it suggests there is little room for improvement. An existentialist leader, however, embraces the opportunity to learn and evolve through experience.

Furthermore, the essentialist view can lead to a trap of inauthenticity. Leaders may feel pressured to conform to a pre-conceived notion of ‘authenticity’ – a specific style or set of behaviours. This in turn stifles diversity and limits the pool of effective leaders. Existentialism, on the other hand, celebrates the inherent uniqueness of each individual. It encourages leaders to embrace their own authentic voice and lead in a way that is true to their evolving selves, not a manufactured persona.

This is not to say that values and ethics are unimportant. Existentialism does not advocate for moral relativism. However, it suggests that our values are not pre-programmed, but rather emerge through our choices and experiences. Honest self-reflection and open dialogue with others are crucial for leaders to develop a strong moral compass and integrity. This process is ongoing, allowing leaders to refine their values as they encounter new situations and grapple with complex ethical dilemmas.

Of course, embracing this existentialist perspective comes with challenges. Leaders can feel overwhelmed by the responsibility of constantly defining themselves. Here, fostering a culture of open communication and shared decision making is key. By engaging with diverse perspectives and fostering collaboration, leaders can draw inspiration from others and co-create a vision for the future. Similarly, encouraging continuous learning and experimentation allows leaders to explore different avenues and refine their approach over time.

It is therefore fair to say that the traditional view of authentic leadership, built on an essentialist conception of self, can be a hindrance. A more dynamic and realistic view, informed by existentialism, acknowledges the fluidity of identity and empowers leaders to continuously define themselves through their choices. This approach fosters adaptability, encourages growth and allows for a wider range of leaders to emerge and thrive. By embracing the ongoing process of self-creation, leaders can navigate the complexities of the modern world and inspire those around them. The leader’s journey is not about finding a fixed core, but rather about actively shaping who they become, one authentic step at a time.

Dr Neil Thompson is an independent writer and producer of online learning resources and a visiting professor at the Open University. He is the author of Authentic Leadership Revisited 2^nd edn published by Edward Elgar. His website, with his acclaimed Manifesto for Making a difference, is at www.NeilThompson.info.    

Authentic Leadership Revisited
An Existentialist Approach, Second Edition

By Neil Thompson, Independent writer, educator and adviser and Visiting Professor at the Open University, UK is available to pre-order now.

Find more information on this title here.