The call to “be yourself” is everywhere, from self-help books to workplace training sessions and authenticity in the workplace is often celebrated as the key to happiness and success. In workplaces and diverse societies everywhere, the tension between self-expression and adaptation is becoming more evident than ever before. Is it possible that our obsession with authenticity is holding us back?
When Rigid Authenticity Stalls Careers
Leadership experts and analysts have long promoted the value of authenticity, arguing that people trust those who are genuine. By exploring authenticity within workplace dynamics, organisational behaviour scholar Herminia Ibarra (currently Professor of Organisational Behaviour at London Business School) points out that the reality is more complex. In her research on the “authenticity paradox,” Ibarra found that leaders who refuse to adapt their style or behaviour—insisting on being their “true self”—often struggle to grow into new roles. They may avoid making difficult decisions or resist new approaches, fearing these changes could betray their identity.
Consider the manager promoted to a senior role who continues to act as “one of the team,” reluctant to assert authority or deliver tough feedback. While this may feel authentic, it can undermine their effectiveness and stall their career. Ibarra argues that true growth requires experimenting with new behaviours and allowing one’s sense of self to evolve. Neuroscience backs this up: studies on brain plasticity show that we are wired to adapt, especially when we step outside our comfort zones. Authenticity, then, is not about rigidly sticking to a single version of ourselves but about growing into new roles but importantly whilst remaining anchored in our values. In the workplace, authenticity can mean different things to different people.
The Unequal Cost of Cultural Adaptation
The authenticity trap is even more complicated in multicultural workplaces. Western cultures often prize individual expression and directness, but many other societies value group harmony and subtlety. In Australia’s diverse workplaces, this can create real dilemmas, especially when considering authenticity in a multicultural workplace setting. For example, an employee from an East Asian background may feel pressure to adopt a more assertive style to fit in, even if it feels unnatural.
Research by organisational psychologists such as Laura Guillén shows that authenticity flourishes only when there is a good fit between personal values and workplace culture. When there is a mismatch, efforts to be “authentic” can actually lead to more, not less, stress and conflict. Marginalised groups often bear the heaviest burden. Women in male-dominated industries, for instance, frequently report the need to adjust their speech and behaviour to be taken seriously. Similarly, LGBTQIA+ employees may feel compelled to hide aspects of their identity in unsupportive workplaces. For these individuals, adaptation is not a matter of choice but of survival. The emotional effort required to navigate these spaces can be exhausting, and the pressure to adapt is not equally shared.
Organisations can help by creating cultures where a range of authentic expressions in the workplace are valued, and by encouraging those in positions of privilege to adapt and listen, rather than expecting everyone else to conform.
Letting Go of the “Fixed Self” Myth
The idea of a permanent, unchanging “true self” is increasingly questioned by both philosophers and scientists. Existentialist thinkers such as Jean-Paul Sartre argued that identity is shaped by choices and actions, not discovered as a static truth. Modern neuroscience supports this: our brains are constantly rewiring in response to experience. Yet many people still believe they must “be themselves” in a way that never changes.
This can be limiting. Someone who labels themselves as “not a people person” might avoid networking or client meetings, missing out on growth opportunities. In the workplace, authenticity is closely tied to adaptable integrity, which is the ability to evolve one’s behaviour and skills while staying true to core values. For example, a conflict-averse leader might learn to have difficult conversations, not because it feels natural, but because it is necessary for the team’s well-being. Over time, these new behaviours can become part of a broader, more flexible sense of self. This flexibility, especially in workplace environments, underpins the authentic self.
The Next Step: So, how do we navigate the Authenticity Trap?
Authenticity should be a guide, not a cage. Suppressing core values causes distress, but thoughtful adaptation is a sign of strength. The real skill is knowing when to stand firm and when to evolve—distinguishing between compromising one’s principles and adapting one’s behaviour to the context. In cultivating workplace authenticity, organisations must foster cultures of ethical flexibility and inclusion. For individuals, self-awareness and openness to growth are key. In a world where change is constant, embracing authenticity in the workplace allows individuals to imagine a path that empowers greater growth.
