Authenticity and Belonging in Business: The Role of Leadership
From a psychological perspective, two fundamental human needs are already crucial in childhood: the need for authenticity and the need for belonging.
Gabor Maté, a renowned physician and therapist, emphasises that these two needs often come into conflict in young children. Children tend to give up their authenticity in order to experience belonging because they instinctively know that they can only survive if they are part of a social group. At this early stage of life, belonging is therefore often more important than authenticity.
But what does this mean for us as adults, particularly in a business context?
The challenge: authenticity versus belonging in business
In professional life, many people face a similar internal conflict: Should I remain authentic and express myself, or should I adapt in order to fit into the company culture?
This question becomes especially relevant for leaders, who serve as role models. Authentic leadership does not mean constantly pretending to be someone else in order to meet a certain expectation. It means living according to your own values while still remaining part of the organisation.
However, this is easier said than done. In dynamic and often fast-moving corporate structures, it can be challenging to remain authentic while still fitting into the company culture.
Authenticity and belonging are not opposites, but they require balance and a conscious examination of your own values, beliefs and the politics of the organisation.
What does it mean to remain authentic?
Remaining authentic means acting in alignment with your own values and beliefs, even when they occasionally conflict with the company culture.
It means not compromising who you are, but instead being clear and transparent, both with yourself and with others.
Authenticity is a source of strength because it builds trust and creates respect. When leaders are authentic, they can create a culture in which employees do not feel that they have to pretend to be someone else.
Why is authenticity so important?
Authenticity is not only essential for personal well-being, but also for the health of the organisation.
Studies indicate that authentic leaders build stronger relationships with their teams, that employees have greater trust in their leadership and that they are more engaged.
This strengthens not only individual well-being, but also team dynamics and collaboration. Teams that experience authentic leadership have been shown to perform better and demonstrate a greater capacity for innovation.
Authenticity also leads to stronger employee retention. People who feel able to bring their authentic personality into the workplace are less likely to leave the company.
They do not only feel part of the company culture, but also feel valued as individuals. This is an important factor in long-term organisational success.
Authentic leadership and psychological safety
An authentic leader plays a significant role in creating psychological safety within a team.
This concept, which has been highlighted in particular by Google and other organisations, describes the confidence team members have that mistakes will be treated as learning opportunities rather than used against them.
Authentic leadership creates a climate of openness in which every employee can feel safe enough to contribute ideas and make mistakes without fearing negative consequences.
However, it is important to understand that authentic leadership must be combined with a high level of emotional intelligence.
Leaders with emotional intelligence are able to recognise and understand both their own emotions and those of their employees, and to respond appropriately.
They create an environment in which mutual respect, empathy and clarity in communication become part of everyday working life.
The role of emotional intelligence
Emotional intelligence is the ability to recognise, understand and manage your own emotions as well as the emotions of others.
This is essential for authentic leadership. Without emotional intelligence, it is almost impossible to lead authentically while also taking the needs of the team into account.
Emotional intelligence enables leaders to resolve conflicts, motivate teams and create a supportive and empathetic working environment.
According to a 2022 Harvard Business Review study, leaders with high emotional intelligence are up to 75 per cent more effective in their roles.
They are able to influence the mood within the team, identify conflicts at an early stage and promote an atmosphere of openness and collaboration.
This not only strengthens relationships with employees, but also increases the productivity and innovative capacity of the entire organisation.
How to remain authentic while still belonging to the company culture
It is entirely possible to remain authentic while also fitting into a company culture. The key lies in finding the right balance.
Authentic leaders are able to live according to their own values while interacting with the company culture in a respectful and flexible way.
They do not have to give up who they are in order to belong. Instead, they can act as bridge-builders who bring different values into alignment.
The goal is to preserve your own authenticity while also understanding and respecting the needs of the organisation.
This requires a high level of self-reflection and a willingness to continue learning, developing and adapting without compromising your personal integrity.
Conclusion
Authentic leadership is a key factor in creating a healthy and trusting company culture.
It promotes belonging while also strengthening individual well-being.
Gabor Maté’s insight that authenticity and belonging are essential human needs can also be applied to the business context.
The ability to remain authentic while being part of a company culture has a profound impact on team performance and innovation.
Leaders who act authentically do not only build trust. They also create an environment that encourages growth and collaboration.
They strengthen psychological safety and promote a culture in which mistakes are seen as opportunities rather than threats.
In a world that increasingly depends on agility and resilience, authentic leadership is a decisive factor in long-term organisational success.