When Adrien Brody basked in the glory of his Best Actor award at Sunday’s Oscars, he realized something: he was chewing gum. As he dashed to the stage to deliver his acceptance speech, Brody plucked the gum from his mouth and tossed it toward his girlfriend, Georgina Chapman. She gamely caught the sticky morsel—then dropped it, unable to prevent its bounce and tumble onto the plush red carpet as millions watched.
It was a charming, awkwardly authentic moment. But something executives should be wary of imitating. Imagine a CEO hurling gum at a colleague en route to an earnings call. Authenticity has its limits in a business setting.
As an executive coach, I often come across business leaders who grapple with conflicting messages about authenticity. They’re told repeatedly to “just be yourself.” Yet what if your true self is anxious, reticent, or impulsive in ways that unsettle those you lead? Displays of authenticity, executed improperly, can damage reputations and even derail careers.
This is where the Oscars offer an intriguing lesson. Great actors aren’t rewarded for being themselves—they win accolades precisely because they embody someone else. They balance authenticity with performance, serving a purpose beyond personal impulse. Leaders should approach authenticity with similar sophistication.
Here are five insights, drawn from Oscar winners and supported by leading research, to help leaders understand and apply authenticity effectively.
1. Great Actors Aren’t Themselves—Great Leaders Shouldn’t Be Either
Actors do not receive Oscars for displaying their natural personalities. Best Supporting Actress nominee Monica Barbaro was praised by Da’Vine Joy Randolph at the Oscars for “the way you brought Joan Baez to life…you did not just play her, you became her.” Barbaro succeeded precisely because she disappeared into her character.
Authentic leadership requires a similar willingness to inhabit roles that stretch beyond one’s innate tendencies. It means becoming an inspiring motivator when your team faces uncertainty—even if your instinct is anxiety. It’s about channeling patience and curiosity when frustration is your default emotion.
As the legendary acting coach Konstantin Stanislavski noted, acting is “living truthfully under imaginary circumstances.” Leaders face circumstances that are quite real, yet the principle remains: success involves strategically emphasizing certain traits while moderating others. By doing this, you put the collective good above spontaneous expression.
Think of your leadership as a performance. Regularly ask yourself: “Who does my team need me to be right now?” By intentionally stepping into that role, you serve your team authentically.
2. The “Be Yourself” Trap: Why Authenticity Can Backfire
“Be yourself; everyone else is taken,” goes the feel-good bromide posted by those offering inspiration on social media. It’s pleasant advice for coffee mugs, but disastrous when taken literally by executives. Tomas Chamorro-Premuzic, a psychologist specializing in leadership performance, argues convincingly that unfiltered authenticity is often harmful. Raw honesty about every insecurity or fleeting emotion can erode trust and sabotage team confidence.
Picture the newly promoted executive who openly admits in a staff meeting, “Frankly, I’m terrified of this role.” The statement may be honest, but it is strategically naïve. It undermines her credibility and shakes her team’s confidence. Authenticity is not about radical transparency. It’s about judicious disclosure that aligns with your responsibilities.
Rather than reflexively revealing your every thought, reflect before you share. Ask yourself: “Will expressing this emotion serve my team positively?” Adapt accordingly and let the goal of strategic communication guide your desire for authentic connection.
3. The Authenticity Paradox: To Grow, Leaders Must Stretch
Leaders often face what’s known as the “authenticity paradox,” a concept introduced by Herminia Ibarra of London Business School. Growth as a leader inevitably means stepping into roles and behaviors that initially feel unnatural, even uncomfortable. If you define authenticity as rigidly staying “true” to your current self then you will struggle to evolve when circumstances demand something different.
Top actors preparing for challenging roles often immerse themselves in the character by adopting new accents, attitudes, and mannerisms that feel forced at first. Over time, these new behaviors can blend seamlessly into compelling, award-winning performances.
Leaders face similar challenges. If you’ve risen from a technical role into an executive position, strategic thinking and visionary communication might initially strike you as unnatural. Embracing such discomfort is a necessary part of growth rather than a betrayal of authenticity.
Allow yourself space for growth. Accept temporary discomfort as evidence of expanding your leadership abilities, not as a sign of personal dishonesty. Over time, these adopted behaviors will become second nature, integrated into your authentic self as a leader.
4. Adaptability Is Authenticity at Its Best
In Hollywood, versatility distinguishes stars from the merely talented. An actor who can portray both hero and villain convincingly will command enormous respect. Likewise, leaders who skillfully adapt their style without losing their core integrity will be the most influential.
Research by social psychologist Mark Snyder identifies such adaptable individuals as “high self-monitors” or chameleons. They sense what’s expected in a particular context and adjust accordingly. This skill springs not from manipulative intent but from empathy and social acuity.
Chamorro-Premuzic emphasizes that successful leaders balance seemingly contradictory traits. Thus, they are both decisive and flexible, assertive yet humble. Consider the contrast between boldly presenting to investors and patiently mentoring struggling employees. Each role requires an authentic yet distinctly different version of yourself.
Cultivate versatility by developing a range of leadership behaviors. Gather feedback, identify gaps, and practice new styles. Flex your approach according to the demands of the situation while staying anchored to your underlying values.
5. Serve the Story, Not the Ego
Great actors emphasize the powerful truth that their primary role is serving the story, not their ego. Similarly, ethical leadership is not about becoming a charismatic superhero figure. It is about authentically dedicating yourself to something bigger than yourself.
Societies across the globe often celebrate charismatic, ego-driven leaders who “radiate authority” yet fail spectacularly by prioritizing personal ambition over communal needs. True authenticity emerges when leaders subordinate ego to purpose. They intentionally craft their communication and behaviors to serve a collective mission.
Think of actors who resist the impulse to overact—or show off—for applause, rather than delivering performances that align subtly with their film’s larger message. Similarly, exceptional leaders use their platforms not for personal glorification but to amplify organizational values and inspire collective effort.
Focus consistently on the broader purpose of your organization. Regularly communicate how decisions align with core missions rather than presenting a personal narrative. Use authenticity strategically to enhance organizational trust and clarity.
The Bottom Line
Leaders should look at authenticity as mastery, not license. Being authentic isn’t impulsively tossing metaphorical chewing gum at colleagues. It’s not about radically sharing every fleeting emotion or worry as part of a misguided notion of “being genuine”. Rather, authenticity is a nuanced ability to align your emotional expressions, behaviors, and communication style with what your leadership role demands.
By shifting your perspective from one of simplistic self-expression to intentional role performance, authenticity becomes a sophisticated and powerful leadership tool. Oscar-winning actors embody roles in an authentic way, captivating audiences and serving stories that transcend their selves. Business leaders can do the same, harnessing authenticity and using it as a calibrated tool to inspire, reassure, and lead effectively.
Adrien Brody’s gum toss was memorable because it was a rare moment of spontaneous self-expression in an environment usually defined by careful performance. While charming for Hollywood, beware of thinking such an approach can translate into effective leadership.
Instead, you should strive for authenticity that supports your organization’s purpose and empowers your team. If you become the leader who people need you to be at a critical moment, that isn’t artifice. It is sophisticated and thoughtful leadership—the kind that deserves applause.