Authority alone, however, is insufficient.
The most impactful leaders know that embracing vulnerability is equally vital. Balancing these two attributes creates a dynamic leadership style capable of fostering resilient, innovative, and empathetic organizations.
It takes courage
True vulnerability often gets mistaken for weakness. In reality, vulnerability reflects courage—the courage to expose one’s authentic self. It means acknowledging imperfections, admitting we don’t have all the answers, and inviting others to contribute their expertise and perspectives.
This openness unleashes creativity and innovation while breaking down hierarchical barriers. Being vulnerable, however, is not without challenges—it requires setting aside ego, creating an environment of psychological safety, and being willing to handle criticism constructively.
A lesson in change (and balance)
A powerful example of this came to light with a recent client – we’ll call him Greg, a manager at a rapidly growing tech startup. Greg inherited a team facing mounting pressure to deliver results on a struggling product amid tight deadlines. Initially, he relied heavily on his authority to assign tasks and establish accountability. However, this approach increased the atmosphere of stress and detachment among his team. The team seemed to be losing commitment and the sense of urgency he was trying to foster. Realizing the need for change, Greg decided to take a different approach. During a team meeting, he admitted that he, too, was feeling the weight of the deadlines and that although he had a vision, he did not have the solution. He openly asked for ideas on how they could work together more effectively and deliver the product on time.
This act of vulnerability shifted the team dynamic almost instantly. Team members shared their concerns, offered suggestions, and brainstormed solutions. Greg’s willingness to be honest about his challenges fostered trust and mutual respect. By balancing his authority with vulnerability, Greg and the team collaboratively improved team morale and got the product on track. His team completed the project on schedule (o.k., only 1 week late) and with an enhanced sense of camaraderie.
Vulnerability builds trust
Leaders (like Greg) who allow themselves to be vulnerable build genuine human connections. They foster trust by showing their team that they are approachable and relatable. Trust, in turn, is an essential currency in the modern workplace. It drives engagement, facilitates collaboration, and allows for the free flow of ideas. Trust also encourages team members to take calculated risks, which is critical for innovation and long-term growth.
Authority, on the other hand, establishes structure, provides clarity in complex systems, and yes, creates a common form of accountability. Leaders who exercise authority effectively understand that their power is not about controlling others but about aligning the team’s efforts toward a shared vision.
Responsible authority amplifies the collective voice of the team and ensures accountability. When authority is wielded with empathy, inclusivity, and openness, it reinforces the idea that everyone’s contributions matter. This approach shifts the focus from dominance to empowerment, creating a workplace culture where collaboration and mutual respect thrive.
A lesson in honesty (and connection)
The leadership team we worked with at Company Not To Be Named Because We Are Under NDA was wasting valuable time fighting and positioning themselves. The project they were working on was behind schedule and over budget, and the tension was palpable. During a critical meeting, one executive decided to take a step forward and show vulnerability, admitting his state of feeling overwhelmed, and asked for help. His unexpected move opened the door to candid dialogue. Others spoke up and shared their fears and limitations.
As a result, the team shifted its energy from posturing and infighting to collaboration and problem-solving. They began to share their concerns and ideas openly, leading to remarkable progress on the project. The atmosphere transformed, and the team felt more connected and motivated. In the end, they successfully completed the project, earning accolades from clients and peers, and the executive who first showed vulnerability became a more influential and respected leader.
It’s important to mention that this experience wasn’t easy. The brochure version is that there was an epiphany and an ensuing awakening of mass consciousness, and the team lived happily ever after. In reality, the team had to put in a lot of work, they slipped backward on occasion, and some members self-selected out. The key was a core of the leadership team being committed to the mission above self, and working on building more productive habits, dialogues, and approaches to conflict.
Finding the balance
Choosing between vulnerability and authority is not a binary decision. The goal is to integrate these qualities into a cohesive leadership style that is both human and impactful. Achieving this balance requires practical strategies.
Here are four approaches:
1. Prioritize Mental Health and Well-Being: Modern leaders recognize the importance of mental health, not just for themselves but also for their teams. Promoting resilience, stress management, and healthy habits fosters an environment where vulnerability is seen as a strength rather than a liability. When leaders openly address their mental health, they set a powerful example that normalizes conversations about emotional well-being.
2. Leverage Personality Assessment Tools: Tools like DiSC, Myers-Briggs, or StrengthsFinder provide valuable insights into individual personality traits and communication styles. Understanding these nuances enables leaders to adapt their approach to meet the needs of different team members. By fostering empathy and improving collaboration, these tools make it easier for leaders to navigate the interplay between vulnerability and authority.
3. Embrace Collaborative Frameworks: Frameworks like design thinking or agile methodologies encourage open dialogue and shared problem-solving. These approaches minimize ego-driven interactions and level the playing field, enabling teams to work together more effectively. By facilitating collaboration, trust, and mutual respect, such frameworks allow leaders to exemplify confidence and authenticity without compromising inclusivity.
4. Encourage a Feedback Culture: Leaders can strengthen the balance between vulnerability and authority by soliciting and acting on feedback. Demonstrating openness to constructive criticism not only improves decision-making but also shows the team members that their opinions are valued. This strengthens trust and empowers employees to contribute meaningfully.
Balancing vulnerability and authority is not merely a leadership tactic—it’s a mindset that builds sustainable, high-performing teams. Leaders who master this balance unlock their full potential while inspiring their teams to do the same.
Choose Your Room
Vulnerability comes with some risks. It can be weaponized. People who believe only in win-lose scenarios are more likely to exploit this, either by exploiting information shared while being vulnerable or by feigning vulnerability as a tactic to win trust. And if you work in an environment with very little trust and collaboration, this is even harder. Sometimes, it’s not about changing yourself. It’s about changing the room you are in as well.
This is a collaboration between Aaron Shaffer, Psy.D. (www.shafferpsychological.com) Industrial/Organizational Psychology Consultant, and Matt Fangman Fangman (www.mattfangman.com), Human-Centered Strategist.
Article originally published on LinkedIn.