"I think one of the biggest misperceptions about leadership is that you have to be the avatar of someone else, that you don't have to bring your authentic self, Wright said. However, she acknowledged that the other people within the leadership team and especially those above you hold a significant amount of responsibility to implicitly and explicitly give you permission to be yourself."
"The amount of energy it takes to come in hiding some aspect of yourself is exhausting, Wright said, There is so much you have to move as it relates to being the CEO of any company and when you waste minutes having to be someone you are not, you are taking away from your fiduciary responsibility to lead that organization."
Authenticity, vulnerability, and confidence in self-knowledge are central to effective leadership. Leadership teams and senior leaders carry significant responsibility to explicitly and implicitly permit individuals to bring their full selves. Hiding aspects of oneself consumes emotional and cognitive energy and can detract from fiduciary duties and organizational focus. Granting permission to be authentic enables clearer decision-making and improved organizational trajectory. Admitting gaps in knowledge and asking for help fosters collaboration and expands access to diverse expertise. Leadership functions best as a collective effort rather than through a solitary lone genius. Cultivating supportive environments encourages transparency and sustained performance.
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