Journal of Contemporary Issues in Business and Government

Abstract

Leadership entails creating an environment in which people feel safe and empowered enough to express unpopular opinionswithoutfearofrepercussions.Thepurposeofthispaperistoexploreaboutauthenticleadership,itsmeaning, theprocessofbecomingauthentic,theimpactofauthenticity,thecircumstanceswheretheleadersnotbetooauthentic, and why certain habits are not necessary for good leadership. The author considered heavily secondary data in formulization of the philosophy including certain surveys, reports, interviews conducted by prominent entities, and his personal past work experiences in terms of case study, adjoining the Indian Hindu mythology, too to provide a better perspective that revolves around authenticity and its significance. Despite the fact that authenticity fosters healthier and stronger connections with customers, people, investors, vendors, and other ecosystem stakeholders, the participantsidentifiedspecificpersonalitycharacteristics(suchassarcasmoranger)astheleadingcausesofworkplace unhappiness.Itisnotworthdevotingenergytocontinuallyself-monitoringone's(leader’s)ownbehaviourinorderto ensure that it is under control. When someone attempts to be completely authentic, there is a dark side. Authentic leadershipcansometimesbeawfulleadership.Thepapermaintainsthatauthenticleadershipisallaboutenablingand empowering the people around. Before being authentic, it is pertinent to think of the motivations for disclosures; whether the leader has authority to talk about the subject matter; whether the leader is meaningful by sharing such facts.