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Abstract: Traditional notions of heroic leadership are giving way to a recognition that true strength comes from vulnerability and shared humanity, as research shows that leaders who model transparency about weaknesses, mistakes, and lack of knowledge foster greater motivation, cooperation, and performance among their teams. Organizational experts now emphasize the importance of cultivating cultures where vulnerability is not just accepted, but expected, through strategies like leaders modeling vulnerability from the top, establishing psychological safety, providing channels for candid feedback, promoting humble inquiry, celebrating imperfection, and consistently practicing vulnerability - approaches that can be tailored across industries to unlock the power of human connection and create optimal conditions for growth, empowerment, empathy and creativity within any organization.
Traditional notions of leadership portray leaders as powerful, brave, and heroic individuals who make the tough calls and lead their teams to victory without showing weakness. However, research shows that true leadership has little to do with appearing flawless and everything to do with connecting with others through shared humanity. Increasingly, organizational experts recognize the importance of fostering cultures where vulnerability is not only accepted but expected.
Today we will explore the research foundation for understanding vulnerability as a source of strength in the workplace and provide practical strategies for building such a culture across industries.
Defining Vulnerability in the Organizational Context
Before discussing how to cultivate vulnerability, it is important to define what vulnerability means specifically in an organizational setting. At its core, vulnerability refers to the willingness to show one's true, imperfect self through open communication and transparency about weaknesses, mistakes, and lack of understanding (Brown, 2015). However, vulnerability in the workplace extends beyond just sharing weaknesses to:
Admitting what one does not know and asking for help to learn.
Providing candid feedback and critique, even when it may be unpopular.
Owning up to failures and mistakes publicly rather than hiding errors.
Sharing ideas before they are fully formed and accepting input that improves them.
Letting others see the humanity behind the role or title they hold in the organization.
This level of transparency requires courage but builds trust when consistently modeled by leaders. When vulnerability is the norm rather than the exception, it fosters psychological safety for all.
The Research Foundation for Vulnerability
A wealth of research supports cultivating a culture of vulnerability in organizations. Studies show that when leaders demonstrate fallibility through transparent sharing, it enhances follower motivation, cooperation, and performance (Edmondson, 2018; Rock & Tang, 2009). People are more willing to take risks, speak up, and commit to change when they witness leaders' humanity rather than perceived perfection (Van Dyne & Pierce, 2004). Additionally, neuroscience research links vulnerability to empathy, connection, and learning through mirror neurons that activate our brains' understanding of others (Iacoboni, 2009). In short, when shared openly, vulnerability strengthens relationships and teams rather than weakening them.
Vulnerability as a Source of Strength
Rather than a limitation, vulnerability paradoxically becomes a source of strength in organizations. When leaders set the example by openly admitting lack of knowledge, failure, or self-doubt, it conveys several powerful messages:
It's okay not to have all the answers. Success often comes through failure and by learning from mistakes together.
We're all in this as human beings, not superhumans. Showing humanness fosters empathy, care, and support between colleagues.
Unique perspectives and dissenting opinions help us grow. Questioning brings better solutions than silence or pretending consensus.
Our shared values of respect, growth, and excellence matter more than competitive posturing or a false image of perfection.
This level of transparency and humility from leaders gives people permission to do the same. It cultivates what psychiatrist and researcher Brené Brown calls a culture of "whole-heartedness"—a space where people feel comfortable bringing their authentic, imperfect selves to work (Brown, 2010). Such psychological safety predicts innovation, engagement, and performance over the long run.
Practical Strategies for Fostering a Culture of Vulnerability
With the research foundation established, here are some concrete, industry-agnostic strategies leaders can employ to build a culture where vulnerability thrives:
Model Vulnerability from the Top
As the old saying goes, actions speak louder than words. Leaders must set the example through their own transparency. This could mean:
Admitting when a strategy falls short of goals in all-hands meetings
Sharing a weakness or learning challenge in one-on-one check-ins
Asking direct reports for feedback on leadership style/decisions
Pausing to think aloud and solicit diverse perspectives, not just asserting opinions
Practical Strategies to Employ
Establish Psychological Safety as Non-Negotiable: Make it clear that no one will face retaliation for respectfully questioning ideas, speaking up about mistakes, or bringing new viewpoints. Leaders enforce this through their reactions to such instances and by calling out disrespect when it arises.
Provide Multiple Channels for Candid Feedback: In addition to regular reviews, offer skipping-level conversations, anonymous surveys, and other avenues so people feel heard at all levels, not just their direct managers. Transparency requires two-way dialog.
Promote Humble Inquiry Over Debate: Foster a culture where curiosity and understanding prevail over arguments. Train leaders to ask open questions, actively listen to learn without rebutting, and reflect back what they heard others say to avoid misrepresentation.
Celebrate Imperfection and Growth Mindset: Highlight examples where vulnerability led to positive outcomes through collaborative problem-solving. Communicate that mistakes done in service of progress and innovation will not be punished but instead used as learning lessons.
Practice Vulnerability Yourself on a Consistent Basis: For long-term impact, leaders must role model vulnerability repeatedly over minor and major issues alike. Make it a leadership habit through one-on-one check-ins, team discussions, and other intentional opportunities on a weekly or monthly cadence.
Implementing Vulnerability in Specific Industries
While vulnerability strategies translate across industries, different contexts call for tailored application. Some examples:
Healthcare: During rounds, encourage doctors/nurses to freely admit when they are uncertain about diagnoses/treatment without fear of appearing incompetent. Elevate "near misses" as opportunities to improve safety protocols through transparent discussion, not punishment.
Technology: At product launch events, have engineers openly share design or security challenges faced instead of just listing features. Crowdsource ideas publicly through online forums moderated to prevent criticism, fostering innovation through transparency.
Education: Teachers could invite students to anonymously submit questions/feedback about lessons, then address misunderstandings openly together rather than hiding errors. Administrators help staff feel safe experimenting with new instructional methods by focusing evaluations on growth, not perfection.
Non-Profit: Discuss funding setbacks or program difficulties during all-staff meetings. Ask for suggestions to overcome constraints collaboratively instead of shouldering problems alone. Highlight stories where vulnerability advanced the mission through expanded partnerships or creative problem-solving.
Conclusion
Research shows that fostering cultures of psychological safety where vulnerability thrives leads to higher team performance, engagement, and innovation over time. When leaders consistently role model transparency by admitting imperfections, weaknesses, mistakes and actively soliciting diverse input, it gives people permission to do the same. This level of authentic connection and humble inquiry cultivates empowerment, empathy and creativity to help organizations navigate change. While challenging legacy views of leadership, new strategies rooted in shared humanity create optimal conditions for growth on both individual and systemic levels. Overall, cultivating vulnerability emerges as a key leadership practice with potential to positively transform any industry.
References
Brown, B. (2010). The gifts of imperfection: Let go of who you think you're supposed to be and embrace who you are. Center City, MN: Hazelden Publishing.
Brown, B. (2015). Daring greatly: How the courage to be vulnerable transforms the way we live, love, parent, and lead. New York, NY: Avery.
Edmondson, A. C. (2018). The fearless organization: Creating psychological safety in the workplace for learning, innovation, and growth. John Wiley & Sons.
Iacoboni, M. (2009). Mirroring people: The new science of how we connect with others. Macmillan.
Rock, D., & Tang, Y. (2009). Why do employees like bosses who are humble? Harvard Business Review, 87(10), 20.
Van Dyne, L., & Pierce, J. L. (2004). Psychological ownership and feelings of possession: Three field studies predicting employee attitudes and organizational citizenship behavior. Journal of Organizational Behavior: The International Journal of Industrial, Occupational and Organizational Psychology and Behavior, 25(4), 439-459.
Additional Reading
Westover, J. H. (2024). Optimizing Organizations: Reinvention through People, Adapted Mindsets, and the Dynamics of Change. HCI Academic Press. doi.org/10.70175/hclpress.2024.3
Westover, J. H. (2024). Reinventing Leadership: People-Centered Strategies for Empowering Organizational Change. HCI Academic Press. doi.org/10.70175/hclpress.2024.4
Westover, J. H. (2024). Cultivating Engagement: Mastering Inclusive Leadership, Culture Change, and Data-Informed Decision Making. HCI Academic Press. doi.org/10.70175/hclpress.2024.5
Westover, J. H. (2024). Energizing Innovation: Inspiring Peak Performance through Talent, Culture, and Growth. HCI Academic Press. doi.org/10.70175/hclpress.2024.6
Westover, J. H. (2024). Championing Performance: Aligning Organizational and Employee Trust, Purpose, and Well-Being. HCI Academic Press. doi.org/10.70175/hclpress.2024.7
Citation: Westover, J. H. (2024). Workforce Evolution: Strategies for Adapting to Changing Human Capital Needs. HCI Academic Press. doi.org/10.70175/hclpress.2024.8
Westover, J. H. (2024). Navigating Change: Keys to Organizational Agility, Innovation, and Impact. HCI Academic Press. doi.org/10.70175/hclpress.2024.11
Jonathan H. Westover, PhD is Chief Academic & Learning Officer (HCI Academy); Chair/Professor, Organizational Leadership (UVU); OD Consultant (Human Capital Innovations). Read Jonathan Westover's executive profile here.
Suggested Citation: Westover, J. H. (2025). Fostering a Culture of Vulnerability at Work. Human Capital Leadership Review, 16(4). doi.org/10.70175/hclreview.2020.16.4.4
