By Jonathan H. Westover, PhD
Abstract: This article examines the emerging concept of vulnerable leadership and argues that it builds trust, fosters respect, motivates innovation, and cultivates a healthy organizational culture when practiced authentically. Drawing on research on leadership and vulnerability, it establishes vulnerable leadership as an evidence-based approach that strengthens relationships and performance. It then explores practical reasons why vulnerable leadership matters, such as building trust through honesty and fostering respect by acknowledging limitations. It also provides suggestions for exercising vulnerability cautiously, including gauging appropriate levels of openness, combining it with competence demonstrations, and practicing self-awareness. Real-world examples from retail, healthcare, and technology industries illustrate effective uses of vulnerable leadership. It concludes by emphasizing the need for ongoing commitment to self-reflection, soliciting feedback, and learning from diverse role models to continuously develop this approach.
Leadership is challenging, complex work. To truly lead others well, we must understand ourselves - including our humanity, vulnerabilities, and strengths. However, traditional views of leadership discourage vulnerability, focusing instead on appearing all-knowing, unwavering, and impervious. While aiming for competence, this approach denies leaders' shared nature as fallible humans. Research increasingly shows that vulnerable leadership - when practiced authentically and appropriately - fosters trust, authenticity, empowerment, and better outcomes for organizations.
Today we will explore why vulnerable leadership matters and provides practical suggestions for exercising it effectively.
Research Foundation for Vulnerable Leadership
Recent studies establish vulnerable leadership as an evidence-based approach. A 2015 meta-analysis by Guinote found that when leaders openly acknowledge limitations and uncertainties, followers view them as more trustworthy, genuine, and empowering of others. Another study by Hewlin et al. (2017) confirmed these benefits remain even when leaders disclose failures or setbacks, not just strengths. Importantly, vulnerable acts must be sincere, bounded appropriately to context, and paired with continued competence demonstration (Morrison & Robinson, 1997). When done thoughtfully versus carelessly, vulnerability fosters bonds rather than alienation. Overall, research clearly shows vulnerable leadership, when practiced skillfully, strengthens relationships and performance in organizations.
Why Vulnerable Leadership Matters in Practice
In practical terms, four key reasons demonstrate why organizational leaders must make room for vulnerability in their approach:
Builds Trust: Admitting weaknesses and asking for feedback demonstrates honesty and self-awareness followers find reassuring. It earns their faith that leaders will acknowledge errors and work to improve.
Fosters Respect: Leaders who openly struggle but persevere command deeper respect than those who pretend infallibility. It shows followers they are committed to both duties and people.
Motivates Innovation: Vulnerable discussions of failures or uncertainties invite creativity from followers to solve complex problems together. It spurs idea-sharing unafraid of judgment.
Models Healthy Culture: When leaders embrace vulnerability, it gives permission for followers to do the same and contribute authentically without fear of reprisal for missteps. It cultivates psychological safety.
These practical factors drive better teamwork, creativity, and well-being vital for organizational success. By practicing vulnerability thoughtfully, leaders make real the humanity they share with followers and strengthen results through strengthened bonds of trust.
Exercising Vulnerable Leadership Cautiously and Constructively
While research endorses the benefits of vulnerable leadership, authentic vulnerability still requires sensitivity to context and care in execution. Three keys help ensure vulnerable acts strengthen rather than undermine leadership relationships and goals:
Gauge Appropriate Levels of Openness: Leaders must calibrate vulnerability to match their position, situation, and team dynamics. Not all contexts may warrant total candor. Subtlety and prudence preserve authority where needed.
Combine With Competence: Vulnerability alone will not satisfy followers looking for vision and direction. Leaders must skillfully balance admitting weaknesses with clear demonstrations of competence, vision-setting, and problem-solving.
Practice Self-Awareness: Reflect thoughtfully on motivations and likely impacts before vulnerability. Leaders who connect honestly with themselves first connect honestly with others in a way building trust versus discomfort.
With these mindful techniques, leaders practice vulnerable leadership constructively as an asset versus a liability. The following real-world examples illustrate how different industries have adopted these principles successfully.
Vulnerable Leadership in Action
Retail Industry Example: As CEO of a major retailer facing competitive threats, Jane openly shared strategies did not meet projections in the last quarterly meeting. However, she paired this admission with analysis of lessons learned, revised direction, and confidence in team's ability to turn challenges into opportunities. Her calm vulnerability reassured employees of her realism and commitment to together solve problems faced. Focus shifted from blame to collaborative progress.
Healthcare Example: A hospital director struggling with facility demands acknowledged periods of self-doubt to staff but also her confidence in their mission and capabilities. Her willingness to share uncertainties modeled it as sign of wisdom versus weakness and invited ideas from all levels. This created an inclusive culture where all staff felt empowered to honestly contribute their perspectives for solution-finding without fear.
Technology Example: When a tech company launched a product launch marred by glitches, the COO showed responsibility by apologizing for frustrations caused but also highlighted fixes already in progress and teams' agility in problem-solving. By expressing regret with remedy and moving forward positively, the COO turned what could have damaged trust into an opportunity that boosted employee cooperation and morale.
These real examples show vulnerable acts need not equate to loss of status or control. Combined with competence demonstrations and care for impact, vulnerability becomes a strength that motivates peak performance from those leading. Research validates this approach; practical cases bring its subtleties to life. When executed judiciously, vulnerable leadership profoundly benefits organizations.
Ongoing Commitment to Vulnerable Leadership Development
To sustain beneficial impacts, vulnerable leadership requires ongoing growth. Three commitments help evolve this approach over the long term:
Engage in regular self-reflection - Take time to thoughtfully consider how vulnerability situations unfolded, their reception, and lessons learned for future interactions. Regularly reflect on areas for improvement.
Solicit ongoing feedback - Actively solicit anonymous feedback from others on perceived strengths/weaknesses of vulnerability approach and areas for development. Be open to viewpoints that may challenge assumptions.
Learn from diverse role models - Seek inspiration from leaders across contexts known for vulnerability executed with care, honesty and results. Study how they navigated tricky scenarios and apply learnings.
Developing as a truly skilled vulnerable leader takes lifetimes of effort. Regular self-awareness practices, openness to feedback, and inspiration from a range of mentors keep motivation high. When combined, these commitments continuously strengthen and refine this leadership approach for greatest positive impact.
Conclusion
Traditional views of ideal leadership fail to acknowledge the humanity and interconnectedness that draw all people together. Vulnerable leadership embraces our shared realities of imperfection, growth and support-seeking in a way that profoundly empowers both individuals and teams. When practiced judiciously through understanding context, combining with competence demonstrations, and engaging in ongoing development, vulnerability becomes a leader's greatest strength. Research validates its benefits for fostering trust, well-being and peak performance in any organizational setting. Leaders committed to serving both short-term needs and long-term human development will cultivate vulnerable leadership as a vital skill for sustainable success.
References
Guinote, A. (2017). How power affects people: Activating, feeling, and thinking. Annual Review of Psychology, 68, 353–381. https://doi.org/10.1146/annurev-psych-010416-044153
Hewlin, P. F., Dumas, T. L., & Burnett, M. F. (2017). To thine own self be true? Facades of conformity, values incongruence, and the moderating impact of leader integrity. The Academy of Management Journal, 60(1), 178–199. https://doi.org/10.5465/amj.2013.0404
Morrison, E. W., & Robinson, S. L. (1997). When employees feel betrayed: A model of how psychological contract violation develops. Academy of Management Review, 22(1), 226–256. https://doi.org/10.5465/amr.1997.9707180265
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. (2024). Vulnerable Leadership: Why Leaders Need to Show Their Human Side and How to Do It Effectively. Human Capital Leadership Review, 11(2). doi.org/10.70175/hclreview.2020.11.2.8
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