The Missing Step in Psychological Safety: Understanding Your Own Authenticity
- Nick Lombardino
- 5 hours ago
- 5 min read
By Elaine Chung, CEO and Founder of Beyond the Change
The Myth of Authenticity in Leadership
“Just be yourself.” It’s advice we hear constantly, especially in leadership circles. We’re told that authenticity builds trust, strengthens teams, and fuels great leadership. But here’s the problem: most of us haven’t truly paused to ask, “Who am I, really?”
Through interviews with over 100 individuals for my TEDxAsheville Red Rug talk, I discovered a surprising pattern. Very few people take the time to truly understand who they are. We like to believe we have a stable, singular identity, but in reality, we’re a mix of different selves, shaped by our upbringing, experiences, ambitions, and the roles we play. At work, this complexity often gets flattened into a narrow version of who we think we should be rather than who we truly are. And in the pursuit of this external version of ourselves, we risk losing sight of what actually makes us unique, effective, and impactful as leaders.
The Cost of Inauthenticity at Work
The result? Leaders and employees alike struggle with context-switching, feeling like they’re living two lives: one that aligns with their personal values and another that conforms to workplace expectations. The more these identities feel disconnected, the greater the toll. Burnout creeps in. Dissatisfaction grows. And perhaps most damaging, imposter syndrome takes root, the nagging feeling that we are merely performing leadership rather than embodying it.
This dissonance isn’t just an internal struggle; it affects entire teams and organizations. When leaders feel compelled to adopt a corporate persona that doesn’t align with their true values, they communicate inconsistencies that erode trust. Employees pick up on this incongruence, leading to skepticism, disengagement, and a workplace culture where people hesitate to bring their full selves to work. The irony? The very thing authenticity is supposed to foster, trust and connection, is what suffers the most when we don’t take the time to understand our true selves.
Unpacking Your Identities: The Foundation of Real Authenticity
So, what does true authenticity look like? It’s not about radical transparency or oversharing. It’s about alignment. And to be truly authentic, you first have to unpack all the identities that shape you.
We don’t operate from a single, fixed identity. We are shaped by our personal experiences, cultural backgrounds, professional roles, and social influences. Authenticity requires peeling back those layers, understanding what parts of yourself feel most real, and integrating them intentionally in your leadership. Without doing this deep internal work, authenticity remains surface-level, a vague concept rather than a practiced reality.
Authenticity isn’t just a state of being. It’s a skill. One that requires reflection, experimentation, and the courage to evolve.
Instead of aiming to be the same person in all situations, the key is to be the “right” version of yourself at the right time, without losing your core values in the process.
For example, consider a leader who grew up in a culture that values humility and collective success but now works in a corporate environment that celebrates bold individualism. If this leader tries to suppress their natural inclination for collaboration in favor of a more assertive leadership style, they may struggle to feel authentic. But if they embrace their collaborative strengths while adapting to the organizational culture in a way that feels genuine, they can lead with authenticity without compromise.
Authenticity as the Catalyst for Psychological Safety
When leaders commit to unpacking their identities and leading with true authenticity, they create the foundation for psychological safety. Psychological safety is the belief that you can take risks, speak up, and be yourself without fear of negative consequences. This doesn’t happen by accident. It’s not just a remote, hybrid, or in-person issue. It’s a fundamental need for teams to work together effectively and collaborate through the hard parts of work.
Without psychological safety, people hold back ideas, avoid tough conversations, and hesitate to challenge the status quo. But when leaders model authenticity, showing up as real, multifaceted individuals, it signals to the team that they can do the same. That’s what fosters innovation, resilience, and a culture where people bring their best work.
To move beyond the illusion of authenticity and step into something more powerful, leaders should focus on three key actions:
Embrace Self-Awareness – Take time to reflect on the different facets of your identity. What drives you? What aspects of yourself feel most aligned with your leadership style? What feels forced or performative?
Unpack and Integrate Your Identities – Don’t assume authenticity is automatic. Actively explore and integrate your multiple identities in a way that feels natural and real.
Create the Conditions for Openness and Trust – Psychological safety doesn’t happen by decree. Leaders must cultivate an environment where people feel comfortable expressing themselves, taking risks, and challenging ideas without fear of punishment. When employees see leaders modeling nuanced, thoughtful authenticity, they feel more empowered to do the same.
The Future of Authentic Leadership
The workplace of the future won’t be built on a false ideal of authenticity but on the ability to navigate our identities with intention. Leaders who develop the skill of authenticity, not as a rigid principle but as a dynamic practice, will be the ones who create environments where people thrive.
Instead of clinging to the outdated idea of “just be yourself,” it’s time to redefine authenticity as something more powerful: the ability to lead with awareness, adaptability, and a deep connection to both who we are and who we aspire to be.
Authenticity is not about choosing one identity over another. It’s about understanding the full spectrum of who you are, blending them together and leading with intention. When leaders master this, they don’t just inspire trust. They create workplaces where people feel seen, valued, and motivated to bring their full potential to the table.
To dive deeper into this topic and the research behind it, check out my book, *The Illusion of
Authenticity: Rethinking What It Means to Be Ourselves at Work and Why It Matters*, where I
explore these ideas in greater depth. Pre-order a signed copy today. Available June 17, 2025.
About the Author, Elaine Chung:
Elaine Chung is the author of The Illusion of Authenticity and a leadership strategist who helps leaders build high-performing, connected teams by rethinking authenticity—not as just “being yourself,” but as integrating the identities that shape how you show up. Inspired by how children naturally connect, play, and collaborate, she helps teams break down barriers, spark creativity, and build trust in ways that make work more joyful and human. She has helped leaders at Fortune 500 companies and fast-growing startups transform workplace culture, navigate change, and create teams where people do their best work together.
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