Authentic Leadership… But Authentic to Whom?
Words by Audrey Pantelis, GEC Circle expert and Founder of Elevation Coaching and Consulting and Dr Nicole Ponsford, Founding CEO of the GEC.
“Be authentic” has become one of leadership’s favourite refrains. It’s neat. Reassuring. Easy to applaud.
And yet, when you sit with it for more than a moment, the cracks start to show.
Authenticity is often presented as a universal good — something that builds trust, inspires confidence, and signals integrity. But leadership does not exist in a vacuum. It is shaped by power, culture, history, and expectation. What is read as “authentic” in one body, voice, or role can be judged very differently in another.
That uncomfortable truth sits at the heart of many leadership experiences — even if it’s rarely named.
In her recent reflection on authentic leadership, Audrey Pantelis, GEC Circle expert and Founder of Elevation Coaching and Consulting, puts it plainly: authenticity is unevenly experienced, and unevenly rewarded. Pretending otherwise doesn’t make leadership more honest — it just makes it less safe.
“What if the self you bring to work doesn’t match the mould of expected leadership?
What if your version of ‘real’ makes others uncomfortable?”
— Audrey Pantelis
Authenticity is not self-indulgence
One of the most persistent misunderstandings about authentic leadership is the idea that it means saying or doing whatever feels most “real” in the moment.
It doesn’t.
Leadership presence is not about unfiltered expression. It is about intentional alignment — between values, actions, and impact. The question is not “Was I being myself?” but “How was I experienced?”
As Audrey observes, authenticity without self-awareness is a missed opportunity. Without reflection, authenticity can slide into thoughtlessness — or worse, be used to excuse behaviour that lands poorly on others. That isn’t honesty. It’s an abdication of responsibility.
Good leaders understand that authenticity requires discernment. Context matters. Impact matters. And leadership always carries weight beyond personal intention.
What the GEC staff data tells us
This tension is not theoretical.
“Our staff data shows that when people don’t feel psychologically safe, authenticity doesn’t disappear — it gets edited.”
“Across GEC staff data, trust in leadership varies sharply by role and lived experience — a clear signal that authenticity is safer for some than for others.”
“Authenticity is not missing in our staff data. Psychological safety is.”
Staff participants, GEC Members
Across GEC’s national staff datasets, a consistent pattern emerges: many staff do not feel psychologically safe enough to show up fully at work — even in organisations that believe they value openness and authenticity.
Recent GEC staff voice data shows that:
A significant proportion of staff do not feel confident that their views will be taken seriously by leadership.
Trust in leadership varies sharply by role, identity, and lived experience — suggesting authenticity is safer for some than others.
Staff who feel less represented or less protected are also more likely to report masking, self-editing, or withholding challenge.
In other words, when authenticity feels risky, it doesn’t disappear — it goes underground.
This is where leadership intention and lived experience quietly diverge.
What your authenticity makes possible
Perhaps the most overlooked aspect of authentic leadership is this: it is not ultimately about the leader. It’s about what their presence makes possible for others.
When leaders acknowledge mistakes early, speak with humility, or show vulnerability without performance, they send a powerful signal. Not one of weakness — but of permission. Permission to speak honestly. Permission to take responsibility. Permission to be seen without fear of penalty.
This is where the difference between fitting in and belonging becomes clear.
Belonging doesn’t ask people to contort themselves into acceptability. It tells them they don’t have to hide to be valued.
A more honest question
So perhaps the call isn’t simply to “be authentic”.
Perhaps it’s to ask harder questions:
Who feels safe being authentic here?
Who doesn’t?
And what role does leadership play in shaping that reality?
Authentic leadership isn’t loud. It isn’t performative. And it certainly isn’t about personal expression at all costs. At its best, it is quiet, intentional, and relational — and, as Audrey knows, grounded in awareness of power and responsibility.
And when it works, it doesn’t centre the leader.
It widens the room.
Further reading and connections
You can read Audrey’s original piece on the Elevation Coaching and Consulting website, alongside her Resilient Leaders Elements (RLE) framework, which includes Authentic as a core facet of Leadership Presence:
👉 https://www.elevationcc.co.uk/
Audrey is also a featured leadership coach within the GEC Circle Directory.
And if you want to better understand authenticity at scale, find out about our platform here.
